In the Life of a Leader the Right Kind of Fear Can Be a Highly Healthy Characteristic

Our world does not need more clever men or more rich men but it certainly needs more godly men and women. This leader was not only clever but wise and not only rich but godly, and these characteristics are scarce commodities in the present days.

Read Peter's first letter and learn some significant and crucial lesson regarding leadership and being a leader in difficult times.

Peter had changed bosses and that is central to the whole second half of his life. He had been a business man in the fishing industry, but now he was catching a different type of catch. Everything about him was transformed and different.

When we came to Jesus Christ we changed bosses. We changed 'lords'. We no longer serve sin, but Jesus Christ.

Peter speaks about being holy and being different from others and what is involved in this and sometimes we do not like to be different or regarded as being different.

He Who called you is holy, so be holy in all that you do. What a challenge! This is a most unpopular sentence for many many people!

We are called to be like Father, or to be like our heavenly Dad. God is not like other people. He certainly is different, and Peter teaches us to aim to be like Him!

To be holy or godly in the highest sense, and not in some cartoonist fashion, but as God would make us and shape us, is one of life's most challenging tasks.

But verse 17 in the first Chapter of his letter will help us, because if we get the right kind of fear, and right kind of love, we will live the right kind of life.

On he goes to speak of the precious blood of Jesus Christ, with which we are redeemed and bought back from sin, and sinfulness. That rascal stole so much from mankind in the garden and Jesus paid the price on the cross to buy it back. That is the whole meaning of redeem.

Our holy God has called us and changed us and transformed us and forgiven us and filled us, and these are some of the reasons why this same holy loving God calls us to be holy.

Because He is a gracious Father Who judges our work and witness impartially, we are to live our lives here as strangers or aliens or misfits, and in reverent fear.

When we have the right kind of fear and the right kind of love then we will have no trouble being holy. That will follow.

Fear is a good thing. Fear of putting your hand in an open fire or fear of rushing across a busy road without looking, or fear of hurting someone you love. The fear of God is healthy, and in a leader it is a most valuable and precious quality.

Peter did not want these disciples of Jesus to disobey God, or disappoint God, and this is why he writes as he does.

Sandy Shaw

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.
He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org/ entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.
His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Original article

You Are a Born Leader

What is leadership? Is it learned, bestowed or innate? How do leaders come into existence? What is the cause behind a leader? Or who made leaders? These stuffs serve as a fundamental to explore the nature of leadership as well as leaders. For something to exist, something must exist as a cause. Whether leaders are made or born, always exist as an effect, not as a cause to themselves. For instance, I exist as an effect; I am not a cause to myself. I simply exist and welcome it. The wise courage to look back at my cause, will relief and help me understand the nature of who am I and where I came from. This concept may seem subtle and complex, but I would love to see the nature of leadership in this manner. In the world, we have leaders, yet we don't know them whether they are true or false leaders. We simply follow blindly without questioning the nature of true leadership. We don't have the culture of philosophizing. In the 21st century, it is a matter of imperative to question, discover and understand the nature of leadership for a betterment of humanity.

Under all conditions, bosses always expect us to be loyal and not to question authority. However, loyalty should be at the cost of understanding and willingness to follow. Without the discovery of the true leadership, humanity remains constant or unchanged. Bosses normally conceal the path of change, and emphasize immediate docility and submissiveness. In effect, subordinates follow foolishly and remain unrealized of huge body mass. Blind loyalty doesn't work and help anymore. It only destroys human potential and shatters the promising future of the coming generation. Hence, it is high time for everyone to understand the nature of leadership and discover the leader within.

Broadly speaking, there are two theories of leadership, acquired/learned leadership and innate leadership. These two theories stand from a different position and diametrically opposite to each other, never complement. Learned leadership theory adheres to the concept that leaders are made, not born. According to this theory, for someone to be a leader, he/she should acquire leadership skills through education, training and experience. On the other hand, innate leadership theory claims that leaders are born, not made. He or she was born with the talents, gifts, abilities and skills of leadership capacity. As of this theory, leaders were born totally equipped and fully loaded with the ingredients of leadership. For several years, these two theories have been undergoing a fierce philosophical debate among scholars, leaders and professionals. Regardless the heated philosophical debate, the world has been led for long time by the people who believe that leadership is learned. This happens because the world leadership is based up on a certain elite group, tribe or kings. It is a belief that planted into the human race as a total denial of leadership by commoners. Such belief denies the rest, and merely gives a privilege to certain elite groups, tribes and kings.

If leadership was learned, why the world failed to produce true leaders? Still the planet looks forward for genuine leaders-the leaders who can change, innovate and create. Only true leaders can bring dramatic change and speedy recovery from wounds of politics. But, where are the true leaders? Where do they hide? If leadership was learned, why schools, colleges and universities could not make it? Educational institutions consume a tremendous monetary asset to produce leaders; however, their effort seems futile and colossal failure.

I have a peculiar position on the subject of leadership. For a long time, I have been puzzled about the nature of leadership. I thought a lot, read enormous and asked also lot to find out the bottom-line of leadership and the truth about it. Eventually, along with the evidence of what history says about leadership, I have come to conclude that leaders are absolutely born, not made. However, for someone to be a leader, he/she should discover the inner treasures of leadership from the 'being'. This may seem hard to believe, but think about the nature of life pertinent to leadership; everyone, be it a human or a bird or an animal, wants to dominate and influence the rest. Naturally, we all want to influence and lead our environment. Even animals and birds in their own design exercise dominance more than human being does. In every community, whether it is a human community or an animal community, there is a leader or a boss. The desire to influence is not something that comes from an environment; it is an inbuilt potential somewhere within us. This tells us that we are all born leaders. There is nothing wrong to influence, but a problem arises when we start to influence without discovering the leader within.

Leadership comes to us naturally. Our very design is leadership. The leadership to inspire, motivate, utilize, change, innovate, develop, create and build, dwells within us. It is our birth certificate-the certificate that life offers to every one of us freely. Think as an individual, what roles and responsibilities do you have to accomplish? What service can you render to humanity? If you ponder about it, you have a lot to do, and lead individuals from death to life, from ignorance to knowledge, from darkness to light, from dictatorship to democracy, from lies to truth, from immoral to moral, from disease to health, from pessimism to optimism, from purposelessness to purposeful, from cry to laughter, from impossibilities to possibilities, from uncertainty to certainty, from fear to fearless, from sleepless night to serenity, from conflict to peace, from problems to solutions, from backwardness to prosperity, from finite to infinite, from yesterday to tomorrow, and many others. These are the inherent functions of leadership that every one of us can offer to humanity. You can offer it and I can too. Therefore, we have leadership talents. We don't learn leadership, for leadership emanates from the foundation of love. The service to humanity happens to be, not because of leadership itself, but because of the burning love within us.

Every one of us has an enormous potential to render a service. However, a problem lies ahead, because it is a tougher task to discover the talents and gifts from within. Most of us love to walk and think on the surface, but very few enjoy the inner journey of discovery. We have been conditioned to be outsiders rather than insiders. We are little bit shallow, and as a consequence our understanding remains at the surface. We walk on the surface, think shallow and love little. This is the dilemma to leadership discovery. Someone who remains shallow can never be a leader, even to himself.

Leadership is process of discovery. Hence, the leader has to be sought, discovered, cultivated and grown from within. For someone to grow a tree, he/she should provide the right environment or the set of conditions where the seed can germinate, grow and become a forest. No one can make a tree because the seed has already an inherent potential to grow and offer fruits. The planter or gardener only studies the nature of the seed and put into a condition where it can grow and produce fruits. The same story is true with leadership discovery. The seed is already within our 'being'. It is an inbuilt seed, but it should be studied, discovered and provided the right conditions for its manifestation. The seed of leadership greatness has been breathed into every one of us from the creator of the universe. Your birth is nothing, but the manifestation of new leader on the planet. The planet jubilates a lot for that matter.

Original article

Our World Does Not Need More Clever Men or Rich Men But It Certainly Needs Godly Men and Women

Leaders have to cope with riches and responsibilities and this man certainly knew how to handle both of these tricky areas of life.

After all I have said regarding our riches in Christ, and what we are in Christ, and what we have in Christ, I want to write to you now about our responsibilities.

We have such privileges and that is why Peter goes on right away to speak of responsibilities. Privileges always bring responsibilities, and we read of this crucial matter in the first Chapter of Peter's first letter in the New Testament.

Do read it as it has much to impart to anyone in leadership or training and preparing for leadership.

Prepare your minds for action, or roll up the sleeves of your mind and think straight and know clearly what you believe and why. That is vital no matter type of leadership position you may be in and no matter what type of business.

Be self-controlled. Be sober or rational or reasonable. Let no-one else control you, and nothing else control you.

Don't get intoxicated with fashionable ideas. We are not to adopt the latest opinions.

Set your hope fully on the grace to be given you when Jesus Christ is revealed.

We need an anchor. Here it is. How many have drifted and wandered and have fallen into debt or ruined a company or their personal reputation because they have not been securely anchored to finest and highest and best possible principles.

This one thing I know Peter is saying to these disciples of Jesus who are having a very hard time, and it is the fact that Jesus Christ is coming back.

Peter assumes that despite the hardships they are obedient men and women and he writes to them saying, do not let your possessions or desires possess you.

A man was overheard saying to his paintings one day, "You make it so hard for me to die". We can be a can be a slave to what we possess or what we desire. How tragically sad when anyone reaches these circumstances.

Another man told me of how he had been left a legacy of financial shares and he started reading the financial pages of the newspaper for the first time and then spent more time reading the financial section than he did with his Bible, but he soon realised the error of his ways. To waste one's time in such a manner when there are more important issues to attend to can be nothing other than sin.

It is good when leaders learn the error of their ways, and correct matters before they lose control.

Our world does not need more clever men or more rich men but it certainly needs more godly men and women.

Sandy Shaw

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.
He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org/ entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.
His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Original article

Leadership Training for Aspiring Charismatic Leaders

Leadership training has and always will be a significant part of organizational development. Unfortunately, organizations are not becoming more effective with the onslaught of new leadership models, because many, if not most, fail to consider the model that best fits the personality of the manager. There may be consensus among researchers about what components should go into a leadership program, but very little feedback on dissecting the manager's personality and the leadership model best suited for that personality. Amisano (n.d.) asserted that an effective leadership program should have these components in the curriculum:

Effective Communication-Learning the essential parts of effective communicating, includes: active listening, paraphrasing, and motivation.
Influencing People-Enlisting positive reinforcement and persuasive techniques that inspire employees toward contributing to the mission of the organization.
Management-Outlining and implementing how each person fits into the structure of the organization.
Build Trust-Being reliable by leading with openness and competence.
Delegate-Sharing tasks and responsibilities that affect the long term benefits of the organization.

Although Amisano outlined the essentials for a general leadership development training program, charismatic personalities may require extensive self-study supported by the disciplines within the Humanities. The psychodynamics of historical figures from Napoleon Bonaparte to Bill Clinton suggest that charismatic leaders have a preternatural curiosity about human nature and leadership training for aspiring charismatic leaders should focus on subjects within Liberal Arts (Literature, philosophy, history, social sciences, etc...). These leaders are shaped and formed by their heroic deeds and need to connect with historical figures that embody their aspirations. Specialized training for aspiring charismatic leaders should entail the following components.

1. Charismatic leaders are case study driven. The missionary zeal that charismatic leaders possess necessitates training that point to epic heroes and triumphs in history. Reportedly, Alexander the Great was influenced by the hero in Homer's "Iliad." Julius Caesar and Napoleon Bonaparte were believed to have been influenced by Alexander the Great. Training for aspiring charismatic leaders should tap into their vivid imaginations and great ambitions. Such leaders do not merely want to excel within an organization; they want to transform the industry.

2. Charismatic leaders have advanced oratorical skills. Amisano spoke about the need for effective communication skills that involved active listening, paraphrasing and motivation. However, these leaders use advanced oratorical skills, not only to arouse emotions within audiences, but to transform initiatives through direct action by employees. Dr. Martin Luther King, Jr. might have listened to his Civil Rights cohorts behind closed doors, but his tool for transformation came from his oratorical skills at the podium. Charismatic leaders are well versed at creating imagery that inspires and encourages audiences to achieve a mission. Leadership training for aspiring charismatic leaders should focus on persuasive speaking. The ability to speak with passion, clarity, and specificity are the powers that these leaders possess that make them iconic.

3. Charismatic leaders are known for being visionaries. Actually, charismatic leaders are excellent at dissecting and deciphering inefficiencies within an organization. The visionary traits attributed to these leaders are often a result of compiling facts, critical thinking, and finding solutions to various problems. The late Steve Jobs of Apple is an excellent example of a leader who had the ability to discover inefficiencies within the marketplace. By looking at the marketplace and the emerging needs of consumers, Apple's invention of I-Tunes transformed the music industry into marketing and selling music online differently. Leadership training for aspiring charismatic leaders should include problem solving exercises that enhance their critical thinking skills.

Like any leadership development program, curriculum should be created that invigorates and motivates aspiring charismatic leaders to flourish where they exhibit the greatest strengths. By developing leadership training that addresses the visceral aspects of an individual, more leaders will emerge, generally, and more charismatic leaders, specifically.

Reference:

Amisano, C. (n.d.). Components of leadership training.eHow (Money). Retrieved from: http://www.ehow.com/list_6054344_components-leadership-training.html

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Image & Charisma Institute, Inc., which teaches clients how to profit and lead their industry by developing charisma. He is the author of nine books including: Image, Power & Charisma, Power Moves for Those with Limited Cash, Clout & Connections, and Principles of Charismatic Leadership: The Missing Link....

Brown is the host for the online talk show Charisma Live and Editor of the blog, Charisma Today. He has advanced legal training from the University of Dayton School of Law and a master's degree from Mercer University in Leadership Development.

http://www.core-edge.com/

Original article

Leadership Coaching: What Is Personal Leadership?

Leadership is an ideal. People need leadership. They want it and respect it. But the thing with leadership is that it is much boasted but not a lot is accomplished, just like sexual braggadocio in a boys' locker room. There are many views of leadership as posited by management theorists. For instance, there is transformational leadership wherein leaders transform organizations based on a single vision. Situational leaders, on the other hand, exert guidance and direction when the situation calls for it. There is no one best leadership for all situations, but there is the right place for the right kind of leadership.

There is one type of leadership which is crucial but often overlooked- personal leadership. Acute self-confidence fortified by understanding and conviction is the major element of personal leadership. A leader of this sort knows personal mastery. He/she knows where they stand and where they are going and are willing to make the sacrifices to get there. One's beliefs and core values are essential in leading others.

Personal Leadership Situations

Here are some examples wherein personal leadership is exerted:

A woman who's just starting on her career recognizes a problem in their team and decides to do something to correct it.A leader of one team decides to approach the leader of the counterpart team to discuss how both their teams can cooperate better.A manager takes time to get to know his/her people by holding meetings without an agenda. He/she initiates talks to obtain feedback from subordinates.A manager that endeavors to teach both old and new employees about the norms of the organization and what his/her expectations are from and for the employees.

Personal mastery is demonstrated in these situations. The person becomes a leader who does something worthy without being told. He/she has taken the time to help people do their jobs more effectively. A "man on a white horse" is not depicted in these instances, but rather leaders who are grounded with the common sense to accomplish the job.

So what makes management really effective? Is good management about administering and directing skills? Management is a science of procedures and theories, and at the same time, management is an art. A good manager is also a leader who has the personal vision to take the initiative to do. A leader knows what needs to be done and is willing to do it. Personal leadership comes from within a person. It's strength comes from self confidence, self-knowledge and core beliefs.

By the way, do you want to learn more about leadership in your company? If so, download your FREE eBook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com/

Original article

Leadership Coaching: Leadership Thinking Skills And Goal-Setting

The Leader's Eyes and Ears to the Future

Thoughts can create great things. In leadership, thinking skills are crucial. The thoughts of a leader create vision, and vision creates goals. A leader's thinking skills are thus directional skills. It sets the road map that his people will have to follow to get to their destination. Leadership vision, goal and purpose are created by the leader's thinking skills. Without a vision, a goal or a purpose, there is no leadership.

As a leader, you need sharp and intuitive thinking skills. These will serve as your eyes and ears to the future. With the keen sense of your mind, you will be able to recognize the need for change and the means to make it happen. The power of your thinking and your mind will make you more capable to implement and manage change.

An organization that wants to go far needs to have a strong vision of where it will be in the future. Your great task as a leader is to make your people trust you and believe in your vision. Be honest and fair in all you do as a leader so that you will gain the trust of your people. Display dynamism, confidence and a positive attitude so that you can sell your followers on your vision. People want to be under the wing of a winning company. They need to feel a strong sense of vision of where they are going. Otherwise, if they feel that the company they work for is heading towards a dead end, they're apt to renege. Their loyalty will falter and they will eventually opt out. A leader needs his people, because it's his people that will get him to his goal.

Effective Goal- Setting

Good leadership knows effective goal setting. There are 4 characteristics of goal setting:
Goal difficulty - challenge your employees and enhance their effort in doing their tasks by giving them difficult goals. Difficult goals result to increased performance, but see to it that they are feasible. If the goals you set are too high, your employees are likely to fail in achieving them and they become discouraged.
Goal specificity - employees perform higher if they understand what they should accomplish. Give specific goals; avoid ambiguity about your expectations.
Feedback - goal setting becomes more effective if you provide feedback. Direct your employee's behavior on the right target by giving performance feedback. This will encourage them and boost their performance.
Involvement in goal- setting- allowing employees to participate in goal setting makes them set higher goals than if the goals are set for them. This increases their belief that the goals are obtainable and they become more motivated in working to achieve them.

By the way, do you want to learn more about leadership in your company? If so, download your FREE eBook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com/

Original article

Are You Living Your Legacy?

This weekend I had the great pleasure of attending a "High Tea" party for a beautiful friend and colleague's 50th birthday. Not only was it a divine indulgence for the taste buds savouring sweet and savory morsels of food and peach, white and earl grey teas, but it was also fascinating and stimulating conversation.

Turning 50 our hostess and birthday girl assured us was liberating and wonderful as one truly became comfortable in her own skin and identity, and then she turned the tables on us - what was our take on ageing?

The conversation that flowed over the next few hours was revealing. From those who relished the thought, to those who felt like an imposter in the mirror, to those who loved the wisdom and knowledge that came with life experience, all it seemed, were comfortable with the inevitable process resulting from the passing of time.

For me my awareness of ageing brings mixed feelings. Recently an elderly tennant in one of my blocks of flats needed to be re-hospitalised again only this time he would not be coming home as it was deemed that he could no longer take good enough care of himself. Sadly he had become estranged from his family some years before and it seemed that the decisions about his future, his belongings and his needs was being made by strangers - a sad and lonely affair without the surround of loved ones.

One of the birthday guests told of a friend who has written a life plan which included living to be 125 years of age so she could do everything she wanted to do on earth. Becoming a supercentenarian certainly was not high on many of the other guests lists, many stating that they would not want to live to an age when all their friends died and they had to bury their own children.

It did make me ponder however the fact that I too have a life plan and like to live my life in reverse - my motto "Born old. Growing young," a reflection of this philosophy. Why you might wonder, would I want to live a life in reverse? Quite simply because of "generativity".

Generativity is a term that was coined by the psychoanalyst Erik Erikson in 1950 to denote "a concern for establishing and guiding the next generation." It can be expressed in literally hundreds of ways, from raising a child to stopping a tradition of abuse, from writing a family history to restoring land.

For me living with the end in mind is all about my concept of "living my legacy" rather than waiting until I have died to leave it. I truly want to "make a difference" with my life, to "give back," to "take care" of my community, the planet and its animal kingdom and fellow humans. This is what gives me purpose to get out of bed every day.

In Japan they have translated "generativity" as "sedai-keisho-sei." "Sedai" means "the generations." "Keisho" means "receiving and putting your stamp on." And "sei" means "the sense of." That describes the process involved. You receive something from the past, you create something out of it, you pass it on to the future.

In what ways do you take knowledge or information from the past, transform it into something you create today and pass it on for future generations? Are you living your legacy and not just waiting to leave it?

Coach, author, speaker, teacher and entrepreneur, Heidi Alexandra Pollard, The Communicators' Coach publishes Value Ad, a free monthly ezine for smart, savvy professionals who want more prosperity, passion and purpose in life. If you're ready to jump start your success, make more money and have more fun doing it then get your FREE tips now at http://www.leadingvalue.net/

Original article

Leadership Coaching: The Qualities Of Personal Leadership

Personal leadership stems from personal mastery. It is when a person knows what needs to be done and takes the initiative to do it even without being told. The major element of personal leadership is self- confidence strengthened by conviction and understanding. What are the qualities of personal leadership?

Traits Of A Personal Leader

Centered. A leader needs to understand himself first before he can lead others. Know your own mind if you want to be a leader. A centered person has a sense of grounding which may come from his family, his education or spiritual beliefs.
Outward- directed. If you know yourself and are self- confident, people will feel they can trust you and easily follow. Are you secure in your beliefs? People will naturally follow a leader if they feel he is credible. The most important factor in leadership and followerships is confidence. A follower should have the confidence to follow his leader.
Conviction. A leader needs to have courage. Are you able to take a stand on uncomfortable issues? Your conviction determines the success of your goal, whether it is the completion of a project, a new marketing initiative or the development of a new application, for example. You should know how to exert your will and adhere to it, and that takes courage. Having the courage of conviction is not the same as being bull- headed. A good leader knows the difference between unreasonable stubbornness and being resolute but prudent enough to listen to others.
Liberating. This means knowing how to look outward yet being secure within yourself at the same time. You are able to free yourself from the bother of second guessing. One of the most important tasks of a leader is to delegate responsibility. Labor is divided, after which the leader stands back to let people do their job. In this case, personal leadership is liberating. It allows people and the team as a whole to fulfill their own potential.

As a leader grows and expands, so does their leadership. A leader exerts personal responsibility over themselves and others. As a result, the leader as a person, and other people become better.

Leadership then, has to be personal. It is something that comes from the core beliefs and self confidence of an individual. From himself as a solid source of strength, leadership then endeavors to make other people and the organization better and ultimately become successful. Make leadership personal.

By the way, do you want to learn more about leadership in your company? If so, download your FREE eBook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com/

Original article

Leaders Must Have Proper Tools

In my over three decade career of involvement in leadership, as a volunteer leader, a staff member, a corporate executive, a trainer, consultant, speaker, etc., I have urged others to learn all they can about being an effective leader, because a leader needs a wide variety of tools to achieve even the best of goals. Merely having a vision, goals, good ideas, being well- meaning, etc. is simply not enough, without the knowledge and wisdom to bring forth the necessary action to accomplish. This requires developing the tools, and then using them. Just as a carpenter needs tools, so does a leader. Abraham Maslow wrote, "If you only have a hammer, you tend to see every problem as a nail."

1. One's experiences create certain prejudices or biases for doing something a certain way. Sometimes, because someone experienced a hard time previously when bring forth alternatives, individuals become gun- shy and become more reserved, and often to the point of becoming stifled in terms of creativity. A great leader must be able to objectively look at and analyze numerous alternatives, and not simply conform to the norm, but have a willingness to think, and even to act, outside the box. In order for someone to be able to do that successfully, however, he must be thoroughly trained and allowed himself to learn. Unfortunately, training and learning do not always go hand in hand, because unless someone is willing to take the training and learn from it, that training is incomplete. When training does not become learning, some leaders grab a hold of certain information out of context, and over- rely on certain techniques or methods, instead of making them simply part of their arsenal. They therefore are not using all the tools at their avail.

2. An essential part of effective leadership is attitude related. Unfortunately, many otherwise talented and well trained individuals seem to "poo- poo" the importance of attitude, or believe (or make themselves believe) that they have a positive attitude while it really is not. Without a positive, glass have full (not half empty), can- do type of attitude, someone struggles to accomplish their goals. Only positive leaders are truly able to continuously and effectively motivate others to action, and without doing this, someone in a leadership position never develops true followers, and without having followers, how can one be a leader? Attitude is an essential tool for effective leadership.

There are many tools needed to be an effective leader. Few individuals who ascend to leadership are either willing, able, or committed enough to provide the type of leadership that organizations need, if they are to flourish.

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website, and his company PLAN2LEAD, LLC's site (http://www.plan2lead.net/), and can be followed on Twitter @rgbrody and Facebook at http://www.facebook.com/Plan2lead

Original article

Courage - Most Important Virtue For Leaders

In order to be a truly effective leader, there are so many varied attributes, traits, skills, experiences and training needed that it is often challenging to pinpoint one trait as more important than another. During my more than three decades of training, developing and qualifying over a thousand leaders, I have continuously struggled with this issue. However, I have decided that the one thing someone needs in order to even have a chance of being an effective leader is courage. Leaders must dare to stand up for their beliefs, expose themselves to objections, controversy and disagreement, lead by example, and develop an inner strength that requires true bravery. C.S. Lewis wrote, "Courage is not simply one of the virtues, but the form of every virtue at the testing point."

1. How can you be a real leader if you are unwilling or unable to stand up for, and express your beliefs? Courage is generally something that cannot be taught, but is rather a result of someone feeling so strongly about something that he is willing to dare to be ridiculed, disagreed with, opposed, and even unpopular. All the great leaders have achieved their greatness because they realized that leadership must never be solely about popularity, nor can leaders simply follow the lead of others. One is not a leader, by definition, if he follows instead of leads. Will the leader stand up and be brave, and lead others to achieve, and to strive for goals directed at achieving what he considers his vital vision? Obviously, this daring only occurs when someone has the courage of his convictions.

2. Having this necessary courage is different than being fearless. Courage means that someone has priorities, and although he may fear the repercussions or responses/ reactions of others, he is still willing to pursue those courses that lesser leaders will not. A true leader is a think outside the box, introspective, ramifications based leader, who understands that his integrity requires this courage, and without the integrity, he will lose the respect of potential and actual followers, supporters and donors. History teaches us that people respect courageous leaders even if they disagree with them, because they feel that having courage is an integral part of integrity, and one cannot be a leader if he ever compromises on his integrity.

Have you ever observed someone in leadership who seems to fear making a decision, especially a controversial one? Or, will only speak up after he weighs the sentiment and points of others? Or, instead of setting the agenda, permits others to set it for him because he fears rocking the boat? Leadership requires taking timely action, and this often means that someone must dare to have courage.

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website ( http://tinyurl.com/rgbcons ), and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter

Original article

Leaders Work On Their Plan

One might think that because I have been advising others in the area of leadership and planning for over thirty years, and my company has both of those areas as the major portions of its mission, that I would emphasize the need to plan as more important than anything else a leader might do. However, as much as I cherish and believe in planning, all the planning in the world will accomplish little unless a leader dedicates himself to working on that plan, because no plan has ever been implemented on its own. Jim Rohn wrote, "If you go to work on your plan, your plan will go to work on you." Please realize that Mr. Rohn purposely said that it would go to work on you, and not that it would go to work for you.

1. Creating a plan is certainly an essential part of effective leadership, however it is neither the first step or the only one. The first thing a leader needs is a reason to be a leader, or in other words a driving vision that motivates him to commit to the necessities and obligations of a leader. This vision must be in line with the organization's mission, and must recognize realities, historical information, the organization's heritage and where it would like to go, where it is in relation to where it would like to be, short- term, intermediate- term and long- term, etc.

The leader's vision must motivate others to follow and adopt the vision as important enough to be their own, and then the leader must grasp the momentum and create goals to achieve along the way. Once that is done, then a real leader creates an action plan, with definitive time lines and reporting intervals, as well as assigning and overseeing vital areas of responsibility to others. Leaders must delegate carefully, and only delegate to those he is convinced will adequately commit and get done the specific tasks and/ or necessities. True leaders, therefore, must also be oversight specialists.

2. This plan will go nowhere without action being taken. Far too often, individuals in leadership positions rhetorically are great leaders, but fail to translate their words to actions, or as I like to say, their talk to their walk. Therefore, effective leaders must lead and not follow others, daring to have the courage to set the agenda as they believe is needed, and directing others to being more creative, more committed, and more willing to take the necessary actions required for the organization's well being.

Do you want to be a leader, or are you simply a wannabe? Will you commit to the vision, goals and planning required, and then step forth and lead by example, setting the agenda and taking the courageous actions you feel necessary to achieve your vision, for the good of the organization? A true leader's objective must always be to make his organization better, more relevant, and to provide added value to others. Leadership is a form of selflessness!

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website, and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter @rgbrody and Facebook at http://www.facebook.com/Plan2lead

Original article

Thoughts on Executive Presence

I recently had a number of discussions on LinkedIn regarding Executive Presence. Here are some of the posts I started:

An executive with presence commands respect instead of having to demand it.Executive presence is established, in part, by one's dress and one's carriage. What does your dress and carriage say about you?Successful executives develop a certain air about them. Not an elitist attitude or one of superiority, but one of refinement.

Not everyone agreed with me on these statements, which was a surprise to me. Some felt that focusing on one's appearance and presence was superficial, and that a leader should be judged/assessed solely on their accomplishments. Their argument was that an executive who focuses on "presence" was simply an "empty suit".

I think that, whether we like it or not, people ARE judged in part by their appearance and presence, and therefore developing one's executive presence is meaningful.

Also, some people were quick to point out certain successful business people who do not "dress for success" or have that certain executive presence about them. While I agree that there are exceptions to the rule, the majority of us cannot escape the impact that a strong presence (or a lack thereof) has on others.

I don't think anyone would really argue that looking the part without the intelligence, knowledge and experience to back it up really is an illusion. However, my contention is that a competent leader will go farther and have greater impact if they also have a strong executive presence.

Additionally, in reading through the responses on LinkedIn (there were 100's), it also became evident that some people had really been affected by how they'd been treated by past executives/leaders. Their tone on this topic was angry and judgmental. I found this to be yet another example of the impact we, as leaders, have on the people around us. The emotional impact of our words and actions is long remembered.

We define who we are as executives, as leaders, and as people, by our words and our actions. More specifically, we define who we are by the picture our words and our actions paint about us over time.

What picture are you painting with your words and your actions?

P.S. If you'd like to join future discussions on LinkedIn as they unfold, please join one or more of the groups I belong to. (Of course, feel free to invite me to join your network as well!) Network on LinkedIn

Written by Michael Beck, Executive Coach and Strategist. For more articles on leadership, personal effectiveness and personal productivity, please visit http://www.michaeljbeck.com/. Permission to reprint with full attribution. © 2012 Michael Beck International, Inc.

Original article

Leadership Coaching: How A Leadership Gains More Achievements

What Is Leadership Courage?

Being courageous is one of the qualities of a person that wants to be a leader. In leading and managing, a boss must be able to exude a personality that places him in the seat of authority and people under him will respect and admire him. A leader should have the ability to do his job and the requirements of his post. He must possess the skills and character to triumph over obstacles. These are among the requisites of leadership, and a leader must face the responsibilities. Leadership courage means being able to make tough decisions in the midst of difficult circumstances. The leader must know his people, their character and their potential in accomplishing necessary tasks.

As a leader, you need to be aware that you are accountable for your actions and the results of the decisions you implemented. The outcome of the tasks delivered by your people reflects your ability as a leader. You ought to learn to acknowledge your mistakes and shortcomings and at the same time find ways to correct and minimize them.

Opportunities For More Accomplishments

A leader's prowess is exhibited by his ability to stand in the midst of difficulties. These circumstances are also opportunities. As a leader, you need to be able to do your job even when things are falling apart. These times will test your mettle, and if you become victorious, you emerge as a stronger person and a stronger leader. Maintaining your composure amid crisis is a demonstration of a true and able leader. You do things as you say you would, and your courage is ablaze when your leadership and your people are in a quandary. A true leader can dodge the risks by being still with the right focus of mind. He knows what risks are involved yet he effectively channels the resources to the advantage of the company.

Being a leader in difficult times is often more rewarding than being in a comfortable situation. The rewards are endless and the potential for more achievements and challenges is promising if you are exposed to more opportunities for learning and fortifying your grit. Your horizons will broaden and you carry your people with you in your progress. A successful and respected leader then becomes an object and icon of leadership. As a result, he is able to perform his duties and responsibilities better, being able to rely on himself and his people. Quitting is hardly an option for a successful leader, and he is highly esteemed and trusted by his people.

By the way, do you want to learn more about leadership in your company? If so, download your FREE ebook here: Guide to Elegant Courage Leadership.

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com/

Original article

Leaders Both Need, And Must Be Role Models

To a very large degree, effective leadership is quite similar to effective parenting- in both situations, there is a need for role models. Just as children often react, either positively or adversely to the actions and behaviors of their parents, members of organizations, and especially potential future leaders, need to look to someone other than themselves, to set an example, and help mentor and guide them towards success. Goldsmith wrote, "People seldom improve when they have no model but themselves to copy."

1. Someone can either serve as a positive or a negative role model. A negative role model is one that someone looks to as doing certain things in certain ways that the onlooking individual views as counter- productive, distasteful, wrong, wasteful, foolish, or sometimes, just downright stupid. This often motivates a potential leader to do things differently in order to achieve far better results, and helps one to understand the ramifications of the bad example's actions or methods. A positive role model teaches one the integrity, honesty, thought processes, organizational skills, productive methods and intents, etc., that are so helpful to someone in leadership.

2. Most great leaders I have met credit either an individual or a few individuals with shaping him and assisting him to achieve. These individuals are usually referred to as mentors, who take the new person under their wing, and give them both an historical perspective, as well as the advantages and wisdom gained from experience, expertise and knowledge gained. These mentors are instructive both by what they have done, said and instructed, as well as by simply observing their actions, behaviors and the way they carry themselves. One of the greatest things a quality mentor can do is act as a sounding board, and to act sometimes as the Devil's Advocate, in order to open the eyes of the leader to perspectives he may not have considered, or, at the very least, to encourage the leader to think something through in a variety of alternative ways.

All leaders need to follow some example. Often, what makes someone great is whom they select to follow the example of, and why. When one examines the role models selected, it often tells you an awful lot about the leader himself. It often tells you about his judgment, his biases, his perspective, his point of view, and his degree of flexibility. The greatest leaders select multiple role models with varying points of views and approaches, in order to have the opportunity to select the best methodologies available. A true leader understands and realizes that what he does, as well as what he doesn't do, how he behaves, etc., will serve as a role model to future generations. It is in this way that a leader's legacy is most valuable, in the lessons it teaches others, and the positive potential impact a leader can have on others.

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website, and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter @rgbrody and Facebook at http://www.facebook.com/Plan2lead

Original article

Leadership Behaviors You Need To Adopt For Success In The Workplace

Employees determine the performance of a business and it is the behavior of leaders which makes the performance of the workers. If we put two organizations side by side with the same machinery and equipment and one of them will do better than the other one, the reason would be the difference of the workers and the behavior of their leaders.

In some cases the workers are motivated and work for success themselves. They are probably motivated by the values and beliefs lay down by the early founders of the specific organizations and strive hard for its success, with possibly minute to no intentional aim. Maybe some of the managers and leaders are responsible for the good performance of the workers due to the leaders' behaviors and environment provided by them for the workers. A poorly performing organization may be doing so due to the lack of action from leaders or poor leadership style. Some steps in that case can be taken to adopt for success in the workplace.

Set Vision

Once an aim for the organization is clear, the vision is should be explained to all workers so that they know how they need to adapt or change their work behavior. Activities, Ethics, Ideology and Approach are also to be explained clearly that the organization will adopt in the future. The workers need to be motivated. Effective leaders will know what motivates his employees and will act accordingly.

Evaluation Of Present Situation

Time is also used to analyze the exterior atmosphere, collective and methodological systems and to recognize the Symbols, Customs and Legends that result in the motivation of employees. To attempt to bring about a change without having motivated employees is like having a lot to do with little or no results.

The leadership skills of a Manager bring about trusts about how to work and interact in the workplace. The interactions of the different leadership styles and organization design choices will aid the success you are trying to gain in the workplace.

Instruct and Invigorate

This is a significant rung in the ladder of improving employee performance that many businesses don't do, or do badly. Educating every single worker of the organization on the importance of success, telling them how it can be done and the benefits that the organization and the workers will gain through that. This must be done over and over again until employee performance is up to the mark.

To invigorate the workers, the education needs to extend beyond the sheer reason of "this is why we need to do this and this is how". The instruction needs to connect with the workers. It needs to start influencing each worker's ethics, mindsets and principles and eventually result in their motivation.

Advocate Constitutions, Representations and Structures

Once the vision has been set and invigorated within the organization, the leaders need to start telling their workers what needs to be changed in their work and what needs to be done.

At this phase it is very important that communication method is implemented that enables effective communication and feedback between employees and managers.

Implementation

The focus is now on the implementation of the motivation methods decided and the new targets set for the workers by their leaders.

Leaders need to ensure that improvement is monitored and calculated frequently and that all achievements are celebrated.

Renew

On a regular basis everything should be thoroughly monitored to see if any changed are needed or anything needs to be done differently. Adjustments are suggested and employed as suitable.

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Original article

Leaders Must Think Outside The Box

How often have we heard someone use rhetoric about thinking outside the box, only to observe that they act very conventionally? True leaders consider alternatives rather than letting themselves get boxed in and get boxed in by the same old, same old! Mark Twain said it best when he wrote, "You cannot depend on your eyes when your imagination is out of focus." The reality is often that we see what we are ready and prepared to see, and little else. If we do not open our minds to alternatives, we limit our possibilities.

1. One of my greatest frustrations in my over thirty year career of training, qualifying, consulting to, and working with, well over a thousand leaders, is that they often box themselves into a corner by limiting their possibilities to those things previously done. How often I have heard, "Because we have always done it that way," when I've asked why they do something in a specific manner! I have often written about the needs for organizations to constantly evolve in order to sustain their existence and to remain relevant. This is even more true for the thought processes of those in leadership positions. Those things done in the past are great when one wishes to have a historical perspective, which is, by the way, extremely important and recommended. However, times, situations, needs, competition, the economy, communication, technology, etc. also continue to evolve, so if one in leadership does not revise and tweak his thought processes at the same time, he cannot possibly be a true, effective and relevant leader.

2. As times change, great leaders realize that it opens up more and more opportunities to do more. A true leader explores possibilities, while always striving to maintain the vital mission and vision of an organization. Organizations today have much competition, and only those that commit to maintaining relevant are able to do so. Organizations that become irrelevant find themselves struggling for members, sponsors, donors and supporters. It is for this reason that I always emphasize the need for continuous strategic planning, outside the box dollar cost budgeting, and a willingness to consider alternatives, and not simply rule something out because it is different, or not the way it's been done in the past.

Those leaders who are ruled by the past have challenges leading in the present, with an eye for the future. Every great leader understands the past, but knows that he must not only consider the past, but understand his organization's present needs, know their short- term, intermediate- term, as well as their long- term future. The challenge to today's organizations and true leaders is to find other leaders who are both willing and able to understand this balance, and are willing to open their eyes wide to the many possibilities and alternatives.

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website ( http://tinyurl.com/rgbcons ), and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter

Original article

How to Develop Charismatic Leadership Skills

Although there is a shortage of effective leaders in the marketplace, there is even more of a shortage of charismatic leaders. The recent death of Apple's Steve Jobs not only represented an end of an era, but the passing of a charismatic leader who made technology attractive. To be able to add personality to inanimate objects could only stem from the imagination of a charismatic leader. However, there are a few things an aspiring leader can cultivate in developing charismatic leadership skills.

1. These leaders are great innovators. Innovation comes through having a preternatural curiosity about how systems work and uncovering the gaps that make systems less efficient. Using Jobs as an example, he saw that Pop culture was influencing the behavior of individuals. Although technology had to have a utilitarian value attached to it, it also needed to be attractive and engaging. Taking cues from the fashion, entertainment, and automotive industries, charismatic leaders discover the latent desires of consumers and fulfill these desires with objects of affection. To develop your charisma, passionately focus on a challenge within your industry and turn solving problems into a mission. You will gain a following by evangelizing, writing, and developing practical solutions to problems.

2. Charismatic leaders are introspective. Charismatic leaders spend a lot of time reading, thinking, and synthesizing disparate ideas. Although, charismatic leaders are viewed as "great people" persons, a lot of their time is spent pondering ideas in solitude. These leaders define themselves by their performance. In the movie, "A Beautiful Mind" with Russell Crowe, John Nash had an insatiable desire to create an idea that would gain him recognition and distinction. Many charismatic leaders are similarly motivated. By pondering and sharing the ideas of personal unresolved and unfulfilled aspirations, charismatic leaders become more engaging to adoring participants. By spending more time reveling in the field of ideas, you become more imaginative and heroic in your pursuits.

3. Charismatic leaders speak with specificity. Although these leaders are noted for passionate and effective oratory, it is their ability to speak with specificity and detail that makes them magnetic. By providing clear, precise, and practical information, employees are able to see their role in an overarching vision. If you begin breaking a mission down step-by-step with passionate oratory that speaks to the long term manifestation of an idea, you will not only free the employee of ambiguity, you will inspire the employee to create options to the mission you may not have considered. In the end, clear and concise communication is used as a motivational device.

Steve Jobs created Apple using many of these traits. If you see your role on the world's stage as either transformational or merely trying to positively affect your department, using the strategies of charismatic leaders will allow you to have an edge within your industry.

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Image & Charisma Institute, Inc., which teaches clients how to profit and lead their industry by developing charisma. He is the author of nine books including: Image, Power & Charisma, Power Moves for Those with Limited Cash, Clout & Connections, and Principles of Charismatic Leadership: The Missing Link...

Brown is the host for the online talk show Charisma Live and Editor of the blog, Charisma Today. He has advanced legal training from the University of Dayton School of Law and a master's degree from Mercer University in Leadership Development.

http://www.core-edge.com/

Original article

How Charismatic Leaders Become Influential Within Companies

The charismatic leadership model is fundamentally the only leadership model where the leader's sheer personality, tenacity, and vision garner respect, adulation, and power. There are a few ways that charismatic leaders become influential within companies.

1. Possess a larger vision past the current company. When the late engineer John DeLorean designed the Pontiac GTO, Firebird, and Grand Prix for General Motors, it was almost certain that he would one day have to form his own company. The ego and drive for self-determination by charismatic leaders assures that they will become contentious with the managers of the organization. Later DeLorean would form the DeLorean Motor Company, maker of the DeLorean DMC-12 sports car. By having a compelling vision and marketable skills, these leaders are able to wield power inside and outside of a company. The fact that charismatic leaders have talents that can be leveraged for optimal positioning allows them to gain influence within a company until he is either forced out or leaves the company on his own.

2. Recruit and attract disciples within a company. Employees who admire a charismatic leader's personality and ambition will emulate his style as well as jockey for roles on projects led by the leader. Through these disciples or supporters within the company, these leaders create internal networks that facilitate the acquisition and distribution of information. Such information allows the charismatic leader to be knowledgeable about upcoming threats and opportunities. Because these leaders are agile and mobile when exploiting opportunities, they can determine if an opportunity allows them to play a larger role within a company or leave to set up operations elsewhere. In this vein, supporters might be inclined to leave with the charismatic leader causing a potential drought of skilled workers within a company.

3. Create innovative initiatives and are great self-promoters. The keys to exploiting a great idea include the creation and implementation of a marketing plan. Through formalized communication structures like internal memos and newsletters or informal communication structures like disciples and supporters, charismatic leaders are able to self-promote within a company. Often this marketing strategy complements the overall goals of the company, which allows the charismatic leader to maintain influence.

Charismatic leaders create personal systems within an overarching corporate structure to gain influence as well as execute plans. These leaders' ability to see the gaps within an organization, thus allowing innovation, creates the perception of indispensability. The converts of this brand of leadership feel a sense of attachment and significance and are willing to invest their resources to be a part of a vision larger than themselves. As long as the leader's vision aligns with the corporate mission, there is synergy. However, when the two are not aligned, the charismatic leader is fired or leaves the company to facilitate his vision elsewhere.

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Image & Charisma Institute, Inc., which teaches clients how to profit and lead their industry by developing charisma. He is the author of nine books including: Image, Power & Charisma, Power Moves for Those with Limited Cash, Clout & Connections, and Principles of Charismatic Leadership: The Missing Link.

Brown is the host for the online talk show Charisma Live and Editor of the blog, Charisma Today. He has advanced legal training from the University of Dayton School of Law and a master's degree from Mercer University in Leadership Development.

http://www.core-edge.com/

Original article

The Impact of Narcissism on Charismatic Leadership

Narcissists and charismatic leaders often are so commonly linkec, one cannot determine where one personality trait ends and the other begins. While all narcissists are not charismatic, it is believed that all charismatic leaders have some form of narcissism greater than the average individual. The hard-wiring of narcissists is highly Machiavellian in that they have "changeable" or mutable consciences. Instead of being tied to a specific method of getting things accomplished, narcissists change their minds and paradigm according to the needs of the situation. Consequently, narcissists are difficult to pigeon hole, because they adapt to a situation for the sole purpose of winning.

As Vidal Gore once stated, "It's not enough to win, the other guy has to lose." This will to achieve is believed to stem from early childhood experiences of degradation that positioned the narcissist to excel at all cost. Lubit (2002) asserts that narcissists are inclined to leave projects unfinished once they become bored. Conversely, Fleming (N.D.) contends that charismatic leaders become inextricably tied to a project. So much so that the challenge is motivating the charismatic leader to leave or delegate power rather than remain, once the mission has been accomplished.

Charismatic narcissists are often more persistent than the average individual based on the need to achieve. This drive is a benefit for organizations in that the charismatic will stay the course until the task is accomplished or deem the challenges unwinnable. As noted earlier, the downside is the unwillingness for charismatics to leave or create a succession plan once a goal has been achieved. Evidence also suggests that charismatic narcissists will abdicate the mission or forgo alliances if persisting acts contrary their self-interest.

All in all, charismatic narcissists can be beneficial in creating an innovative, fast paced and groundbreaking environment for employees. Their "Big Picture" sentimentalities allow for individuals to feel a part of something bigger than themselves. For charismatic narcissists, accomplishing a grandiose mission becomes the driving force of their existence.

As demonstrated by Prince, Hitler and Stalin, the mission is so critical for vainglorious and self-aggrandizing measures, anyone who poses either a threat or ceases to be valuable will be eliminated. Charismatic narcissists are persistent in their endeavors and will unload any "baggage" at will. In their minds, they are indispensable where everyone else is expendable.

For organizations wrestling with charismatic narcissists, it is essential to weigh the pros and cons of this type of leadership. For organizations that are receding, irrelevant and complacent, charismatic narcissists can be valuable for jump starting the organization. The cautionary note is to have parameters, boundaries and oversight to the actions of charismatic narcissists. Not to have some measure of control is fodder for the charismatic narcissists to wreak havoc on the long-term aspirations of the mission. Like fire, charismatic narcissists can be beneficial for building an organization or they can obliterate everyone and everything around them if left unchecked.

References

Fleming, G.(N.D.). Student leadership styles: Charismatic leadership. About.com guide. Retrieved from: http://homeworktips.about.com/od/studymethods/ss/leadership_4.htmFf

Lubit, R. (2002), 'The Long-Term Organizational Impact of Destructively Narcissistic Managers', Academy of Management Executive, Volume 16, Number 1, pp. 127-138

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Image & Charisma Institute, Inc., which teaches clients how to profit and lead their industry by developing charisma. He is the author of nine books including: Image, Power & Charisma, Power Moves for Those with Limited Cash, Clout & Connections, and Principles of Charismatic Leadership: The Missing Link....

Brown is the host for the online talk show Charisma Live and Editor of the blog, Charisma Today. He has advanced legal training from the University of Dayton School of Law and a master's degree from Mercer University in Leadership Development.

http://www.core-edge.com/

Original article

A Strong Confident Leader Imparts Confidence and Encouragment Among Those Looking for Leadership

As a leader this man knows how to lead in the fullest and finest and highest sense.

Peter did not want these disciples of Jesus to disobey God, or disappoint God, and this is why he writes as he does, and he goes on to speak to them and teach them and us regarding what is central and important.

Take time and even make time to read what he has to say in his first letter. It is always interesting to read other people's letters and this letter has endured for nigh on two thousand years.

Silver and gold are so durable and most people are aware of that, but the precious blood of Christ is more so.

This leads on to us living a life of gratitude and not grumbling.

Peter goes on to explain to us what we are worth, and we are not worth much in terms of silver or gold, but Jesus Christ shed His precious blood for you and me! Do you realise the profound significance of that?

Is Peter here not also referring to the preciousness of the man, Jesus Christ, and not just the blood, as he writes about the lamb? Peter always writes so highly of Jesus, the one whom Peter had tried to divert from going to the Cross. Some thirty years previously that is what he attempted to do, but now he see circumstances so differently.

Jesus redeemed me, and bought me, and ransomed me, and set me free from futility and emptiness, and from getting nowhere.

When a group of young folks were asked to write down what difference Jesus Christ has meant to you, many answered that Jesus has given me purpose, or Jesus has given me a reason for living and a goal, and made my life meaningful. What a privilege for me to be given a purpose for living.

How terrible it must be go around living and not knowing why you are here and not being sure of your aim and goal and purpose.

There are two reasons for being thankful in this part of his letter and we need to know why we ought to be thankful and grateful at times. We should be thankful because we have been ransomed from futile empty ways, and then we are gifted with purpose and meaning.

This results in our having a confidence. A confident leader should be able to impart confidence to those around him. Good leaders should encourage confidence and when they do so the people they lead will never be afraid of them wondering if they are going to be rebuked and told off.

Bad leaders impart bad fear which is nothing other than sin, but good leaders inspire and motivate and uplift.

Confidence is one of the marks of a disciple of Jesus Christ.

There are many people who are uncertain and unsure, but we have confidence in God and a sure and certain confidence that Jesus Christ is on the throne of this world.

Sandy Shaw

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.

He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org/ entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.

His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Original article

Nick Clegg's Leadership Dilemma

So in a week that showed Ed Miliband's leadership of the Labour Party was coming under pressure again, comes bad news for Nick Clegg. His party have currently lost three-quarters of their support since the last General Election.

This isn't surprising. The Liberal Democrats are no longer the anti-government protest vote. They have been absorbed inside the Government, and serve a valuable role for the Conservative party.

The majority of public dissatisfaction at Government performance, becomes directed at the Lib-Dems. Why? Because they represent the weakest point of the Government. Cameron and Osborne have the confidence and surety to build a shield of immunity against public criticism.

Nick Clegg can't come out from such a platform of certainty. He is standing on the thin ground of compromise, where to many, he appears to have exchanged power for principles. Thus leaving him vulnerable to charges of selling out.

The Lib-Dems have been on the outside looking in for the last century, mounting critical attacks on successive governments. Now that they are on the inside, they have lost the core strength that their role as outsiders gave them.

That ability to stand for fairness, equality and justice, has become absorbed in the government machine. For all Nick Clegg protestations, they have lost their unique voice. The leader appears dis-connected from the party's core values.

Clegg now faces a huge leadership dilemma. Does he stay locked into government, and try to find the voice of protest and change, that amplifies those values. Taking a position of defiance, becoming The Outsider whilst on The Inside.

With the enormous risk that his party could go the way of The Greens in Ireland, and get wiped out at election time, by an angry public wanting to take out their simmering frustration on the perceived weakest link.

Or can he re-connect to his party's DNA, and from out of those core ingredients take the path that naturally amplifies Liberal Democrat's role in British politics.

With people not generally sure of what Ed Miliband stands for, there is a vacancy on The Outside for a leader who can champion the views and feelings, of those who don't feel represented by the coalition.

Nick Clegg is getting warning signs that spell significant long-term trouble for the Liberal Democrats. He will likely take the long view that those polls will change in time.

But for the polls to change, he has to change. He has to start to tell it like it is, and be his own man. Challenging the government publicly, when he disagrees with policies and direction. An Outsider on The Inside. Or has the compromise of power, suppressed his ability to speak freely? The polls suggest this is the case.

Martin Perry is a Leadership Coach. He specialises in helping leaders cross the bridge of change with natural confidence and self-assurance. He can be found at http://www.coachingtheleaders.co.uk/

Original article

Get What You Want by Reading People

Whoever said there's no "i" in team didn't think that statement through too well!

While it's true to say that successful teams will have a common purpose or goal that collectively each team member is seeking to achieve, treating every person in a team in the same manner will almost guarantee that the common pursuit of those goals will be even harder to reach. Why? Because any given team is made up of many individuals... and that's where you need to put the "i" in T.E.A.M.

Now before you scream and say "I don't have time to treat everyone differently" I'd actually say you can't afford not to... and then I'd tell you that people are more predictable than you think! Firstly you need to be aware that there are 3 fundamental elements that set people apart. These are their behavioural style, representational system and motivational preference. Secondly you need to know that people leave "clues" to each area.... if you know what you're looking for. Thirdly, you need to be aware that these 3 elements provide a "starting point" and are in no way a "blueprint" for interacting with people.

So let me briefly outline each of the 3 elements...

Behavioural Style
In his book "People Styles at Work" Robert Bolton broadly describes people as being grouped into 4 distinct behavioural types (Driver, Expressive, Amiable & Analytical) of which every person has a dominant style. Bolton deducted that you can assess a person's behavioural style based on their level of emotional responsiveness and assertiveness. What this means for you is that 75% of people that you will interact with will have a different personality style to yours. Knowing how to deliver your message for each style in order to have maximum impact is a skill that can't be underestimated in a team environment.

Representational System
This is the way in which people process information available to them, e.g. what you say to them and what it means for them. There are 4 primary representational systems being visual, auditory, kinaesthetic and auditory-digital. One very effective way to gauge a person's preferred representational system is by listening to the language they use and noticing their eye patterns when communicating with them.

In short;
- Visual people will "see" what you mean. They process information by how things "look" and will "view" your message for its merits. Their eyes look "upwards".

- Auditory people will "hear" what you say. They will respond positively when they like the "sound" of an idea or if it "rings a bell" for them. Their eyes look "side to side".

- Kinaesthetic people take in information based on "feelings". They use their "intuition" to gauge your message. They get a "gut feel" on whether information "feels right" to them. Their eyes look "down and to the Right".

- Auditory-digital people will look for a "process" or "system" in what you say. They like to see the "steps" invloved in what you're proposing to them. They like "order". Their eyes look "down and to the Left".

Motivational Preference
What motivates each member on your team? When you need to get them up and going what can you do?
Ken Wright describes 9 key motivators for people:
Achievement and Growth - driven by success and a desire to achieve challenging goals
Money - driven by financial incentives
Teamwork - driven by group projects and common goals
Power - driven by controlling and influencing others
Approval - driven by recognition and praise
Security - driven by a comfortable environment and low-risk tasks
Independence - driven by freedom and autonomy
Stability - very little drive/do not handle change well
Equality - driven by fair treatment

Simply understanding there is a need to develop the ability, the flexibility, to modify your approach when dealing with other people on your team already gives you the power to influence their performance levels. Learning how to do it is even better.

Your team will think differently to you. They will be motivated differently to you. They will act differently to you. They will respond differently to you. They are individuals. The power comes in modifying your message to suit the individual. Personalising your method to make it more compelling. Motivating each person in a way they respond to best.

When it comes to teams you need to put the "i" in yours... It's all about the individual... One size doesn't fit all!

Here's to higher success...

Dean

Dean Evans is a Leadership Performance Strategist based in Adelaide, Australia. With more than 10 years of leadership roles in the field of Allied Health he has a wealth of experience in understanding what it takes to operate at peak levels in pressure environments and how to develop individuals to reach their potential. As the Director of Altitude Performance Solutions his passion is equipping new leaders with the people skills necessary to drive the performance and productivity of their teams in today's business world. Whether speaking to groups of people or conducting team trainings Dean will bring great insights and useful tools to help you harness the power of your people. He is also a qualified Performance Coach and an Accredited Consultant in Extended DISC Performance Profiling.

Original article

Leaders Visualize Success

When someone becomes a leader, his or her attitude and perceptions, to a very large degree, are determining factors as to his future success and accomplishments. When someone visualizes something wonderful occurring as a result of actions, it puts him in the mind set to approach the situation in a very positive, upbeat, proactive manner. On the other hand, when leaders begin a project with fear and trepidations, and see the problems instead of the opportunities, they often receive what they visualize. Che Garman wrote, "Everyday visualize another detail of your perfect future."

1. In my over thirty years of working closely with leaders in almost all leadership related areas, I generally ask each leader what he wants to achieve from his regime. Almost invariably, in one manner or enough, these individuals have told me that they want to be successful. They often have exponentially different ideas of what success means, but they generally refer to success as accomplishment of their goals and aspirations. I almost always ask them if they feel good about their chances, and, to my dismay and disappointment, the response is generally something like, "I hope so," or "I'll try my best," or "I'm not certain," or "We'll see." Only a handful of these individuals that I have spoken to refer positively to their vision, and these rare individuals have told me that the visualize/ envision their goals and visions accomplished in a positive manner, and are certain that their efforts will bring these dreams to reality/ fruition. In almost all cases, it is these individuals who envision success who are in fact the greatest, most effective and successful leaders.

2. When someone begins a process with self- doubt, or even worse, visualizing or imagining the worst, almost invariably they get what they visualize. Great achievements require positive, uplifting, proactive, can- do visualizations, because only in that way can someone begin the process with the necessary positive mind set. My experience has clearly demonstrated to me that those who dream big, positive dreams, are the ones that have the greatest chance for greatness. Being in that position permits them to focus on the action plans and timetables needed to implement their visions, rather than focus on, and be distracted by, ancillary negative thoughts. Obviously, focused and committed leaders achieve far more than fearful and worried ones!

It is important to understand that merely visualizing success does not assure it. However, without that visualization, the chances for achievement diminish significantly. Those leaders who visualize positively, and then follow up with the many needed techniques of leadership that professional leadership trainers teach, are invariably the ones that are the greatest!

Richard Brody,with over 30 years consultative sales,marketing,training,managerial, and operations experience,has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/ or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.

Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website ( http://tinyurl.com/rgbcons ), and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter

Original article

Don't Get Trapped in Your Own Perspective and Judgment

I enter the room full of leaders attending a workshop for their development. Each person has their own expectations of the session and their own reason for coming. Their level of participation, interest, energy, and attitude will depend on their perspective and judgment about the course and perhaps even my credibility as their facilitator.

When I facilitate a session I request from my participants to challenge their perspective and suspend their judgment. These two words defined in this context as:

per·spec·tive, noun. Particular evaluation of something: a particular evaluation of a situation or facts, especially from one person's point of view
judg·ment,noun judg·ments plural. 1. Discernment or good sense: the ability to form sound opinions and make sensible decisions or reliable guesses 2. Opinion: an opinion formed or given after consideration

I ask them to make this conscientious choice so they open their minds to new learning and possibilities. It is when participants decide they "know" is when they stop listening.

This takes us back to the attitude of curiosity, which requires an open mind and flexibility in our thinking. The dictionary definition says,

cu·ri·os·i·ty noun,plural-ties. The desire to learn or know about anything; inquisitiveness.

When our minds are open to new information we become more aware, engaged, and present in the moment. We start to move the focus away from ourselves; away from thinking what you don't have, can't do, is taken from you, or why do you even have to be here. Instead you give, contribute, and collaborate.

It doesn't need to be only during a classroom session. Consider these situations: in a conversation with someone you know, in a meeting with the same people, in problem solving, decision making, in a conflict, in the midst of change, with a new team, and when looking into various options.

Challenge yourself by making these choices:

Suspend judgmentLet go of knowingLet go of your desire to be rightBe open to challenge and change your perspectiveConsider different and opposing thoughts / ideasLet go of your ego

Instead, focus your energy to build your curiosity.

How are you seeing your surroundings, situations, and interactions differently?What can you learn about yourself? About others?What is another perspective?What is most important to you? What are your objectives? What results do you want?What do others think? Feel? Know?What do other data, context, and information say?What does a quantum idea look like?

From this new way of thinking you have different and more choices which lead to more possibilities. See how it changes the way you usually make decisions, your demeanor, your energy, and your motivations.

Is this worth trying out? You can keep your old habit of thinking. Only don't expect different results. How long do you want to:

Rehash the same problem over and over and over?Have unresolved conflict?Be resistant to change?Be frustrated with current relationships?Be closed minded to new learning?Think you are limited?

If you had enough of the above, I request you challenge your perspective and suspend your judgement.

Rodeth Morse is a Transitional and Transformational Coach who has been in a Fortune Top 50 Company for over 19 years with over a decade in the Organizational Development field.

I'm here to support you as you build a solid foundation; to be more effective, gain confidence and live authentically.

Subscribe now for more tips, worksheet downloads, insights, and perspective you can use in your everyday life! Go to http://thecoachpresence.com/.

Original article

Great Leaders Strive For Improvement Daily

There is no place in effective leadership for resting on one's laurels, and being satisfied with past accomplishments or actions. True leaders understand that they are judged every day by what they are doing and in the process of doing, and not what they've already done. It is the paramount example of the what have you done for me lately scenario! Jim Rohn stated this precisely when he wrote, "You can have more than you've got because you can become more than you are." True leaders have an ongoing to- do list, with each accomplishment used as a stepping stone towards further greatness and achievement. Those individuals in leadership positions that become too satisfied with what has already been done generally doom the rest of their tenure to mediocrity or worse.

1. Great leaders have ongoing action plans, with contingencies and tweaks pre- set up along the way. They recognize that leadership greatness must always be an evolutionary- type procedure, where every step is but a baby step, and a transitional phase along the way. When someone in leadership rests on his laurels, he often misses valuable opportunities that arise daily, and when organizations are not constantly tweaking and evolving, they are generally taking a negative step backwards. In my over three decades of training and working with over a thousand leaders, I always stress the need for daily achievement. True leaders understand this, and commit to some concrete steps taken daily to become a better leader, as well as to make their organization better and more relevant.

2. One of the essential reasons that strategic planning is so essential for organizations is that it creates a road map towards constant improvement and reevaluation. As someone who professionally assists organizations in developing their strategic plans, as well as creating procedures to make strategic planning a permanent and ongoing part of the organization, it concerns me that while so many in leadership speak of strategy and strategic plans, so few truly commit to it on a daily basis. Without daily reassessment, one does not fully know if the strategy is working as planned, and continuous tweaking and reevaluation must be a part of a true strategic plan.

A true leader understands that he cannot just speak of improvement as a rhetorical matter, but must commit to it. True improvement occurs step- by- step, and requires daily review. I have observed far too many organization's where their leadership does periodical reviews, but all too often, by the time they do this needed review, they have lost numerous opportunities to become better. Simply holding a leadership position does not make one a leader. However, a daily commitment to improvement goes a long way towards leadership greatness and optimum effectiveness!

Richard Brody, with over 30 years consultative sales, marketing, training, managerial, and operations experience, has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. He has negotiated, arranged and/or organized hundreds of conferences and conventions. He's a Senior Consultant with RGB Consultation Services, an Ecobroker, a Licensed Buyers Agent (LBA) and Licensed Salesperson in NYS, in real estate.
Richard has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. He has a Consulting Website ( http://tinyurl.com/rgbcons ), and his company PLAN2LEAD, LLC's site ( http://www.plan2lead.net/ ), and can be followed on Twitter

Original article