Leaders Must Ask The Right Questions

Effective leadership requires a leader to be both able and willing to listen effectively, and then to ask relevant questions. Only by doing this can a leader put himself into a position to provide the value that today's members and prospective leaders are seeking. This reality was succinctly stated by Albert Einstein, "Learn from yesterday, live for today, hope for tomorrow. The important thing is to not stop questioning."

1. Leaders must study the past to learn important lessons. What was done in the past is not sufficient knowledge, but rather understanding the nuances, what was successful (and why), and what had far less success, is essential information for effectiveness and responsiveness. Leaders must question the reasons that programs, efforts worked, and likewise why they might not have. They must also examine how the organization has changed and been transformed over the years, and ask the important questions related to the factors that may have been involved.

2. How has the organization been evolving in response to changing times and needs? What proactive measures might be taken to improve results, and provide greater value for its members, donors and sponsors? Why have certain individuals continued their involvement, while others let their membership lapsed? Has anyone ever conducted any types of surveys, and if so, how valid was that survey, and the questions asked?

3. Great leadership comes about when it learns its lessons well from the past, and used those lessons to provide wisdom in terms of how to operate and conduct business today. It is essential to effectively communicate with members, potential members, and those who have lapsed, in order to fully understand what they want, expect, need, and what their priorities are. Positive attitudes provide uplifting and motivating discussions, that result in true communication. Only by providing value (both real and perceived) can an organization flourish.

4. How will today's actions impact the future of the organization? How does the present course of action jive with the organization's mission, as well as the leader's vision for the future? How well is leadership really listening, and communicating, to enhance the group, and maximize relevance?

Every one is not set out to be a truly great leader. Some will truly lead, while others only hold some sort of position or title. No one has all the answers, but the effective leader must have the ability and willingness to question on a consistent basis. This is not usually necessarily a matter of right and wrong, but rather about learning needs of others, to be able to put yourself into a position to succeed.

With over 30 years consultative sales, marketing, training, managerial, and operations experience, Richard Brody has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as company spokesperson on over 200 radio and television programs. He's negotiated, arranged and organized hundreds of events.

Richard's owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. His company Website is http://www.plan2lead.net/, and he can be followed on Twitter @rgbrody. For great information on many topics, visit PLAN2LEAD's Facebook page and LIKE ( http://www.facebook.com/Plan2lead )

Original article

Effective Leaders Adapt

Leaders face a continuous dilemma between learning from the past and thus not reinventing the wheel, and adapting to be able to evolve in order to avoid stagnation and disappointments. This is often a challenging progression, because one of the biggest fears many face is change, and few find change (especially as it impacts their own actions) easy. Mark Twain wrote, "A round man cannot be expected to fit in a square hole right away." However, I feel it is necessary for us to put that into perspective by balancing those thoughts with these written by Lowell, "The foolish and the dead alone never change their opinion."

1. Nearly every human being changes his mind on certain issues at some point. Leadership is never about stubbornly adhering to a particular idea, even when the prevailing evidence indicates change is necessary. However, that is far different than when our politicians simply change for political expediency. Great leaders change their perspectives and approaches when they discover a better way, but never change solely for purposes of popularity and/ or political gain. One of the most difficult things for many to do is to admit that a change is needed, or that perhaps they made an error or misjudgment. Great leaders always adapt in order to improve and do something in a better manner. Fearful and weak leaders, on the other hand, either change with the wind direction because of their own insecurity, etc., or seem incapable of change because they are afraid to admit that change is needed. Great leaders are flexible, thoughtful, introspective and forward thinking in nature.

2. Leaders and their organizations must understand that evolutionary change is generally needed to avoid stagnation. Organizations must adapt and evolve to better serve the needs, mission and vision of the organization. This requires true leaders to become strategic planners, not only looking at the past and/ or present, but also weighing its impact on the near future, intermediate term and long term health of their organization. Times change and so do needs, and those in leadership that do not recognize this, and react proactively, are never effective leaders. While leaders must recognize their personal weaknesses and try to either improve in those areas, or at least use the knowledge of these weaknesses to do things better and/ or differently, as well as expand their personal comfort zones, each person is an individual, and great leaders use different approaches that fit best for them. A wise leader doesn't try to diametrically change who he is, but rather gradually adapts himself to address his weaknesses. There is no one size fits all form of leadership!

However, if someone in leadership refuses to adapt and modify in any way, even when change is called for, and adheres to his opinion without considering alternatives, he inevitably weakens himself as a potential effective leader!

With over 30 years consultative sales, marketing, training, managerial, and operations experience, Richard Brody has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as company spokesperson on over 200 radio and television programs. He's negotiated, arranged and organized hundreds of events.

Richard's owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. His company Website is http://www.plan2lead.net/, and he can be followed on Twitter @rgbrody. For great information on many topics, visit PLAN2LEAD's Facebook page and LIKE ( http://www.facebook.com/Plan2lead )

Original article

True Leaders Make Others Feel Important

Great leadership is never about satisfying the ego or personal agenda of a leader, or a small group of members. It is certainly never about being aloof, or setting ones self on some sort of pedestal, expecting others to treat you regally. In my over three decades of working closely with well over a thousand leaders, I have observed that every potential leader I have ever observed only achieves greatness when he adopts an attitude of service to others, where he endeavors to consistently make others feel both important and relevant. Great leader realize that they can never be completely effective unless they are able to effectively communicate, and that effective communication requires truly caring for others, and taking their feelings into consideration. John Dewey wrote, "The deepest urge in human nature is the desire to feel important."

1. How can leaders make others feel important? One of the easiest ways to express gratitude verbally, by going out of one's way to thank someone for even minor assistance. Leaders must thank members for their support, while maintaining their integrity so that others realize that the thanks are indeed genuine, rather than simply some empty words and platitudes.

2. Great leaders never blame others for anything. Firstly, they realize it is not only unproductive, but often counter- productive. Has the leader properly trained someone before delegating duties and responsibilities? Has the leader properly and effectively communicating what he wants achieved so that the individual understands what's necessary, the time and effort commitment required? Does the leader monitor the situation on an ongoing basis? Instead of blaming or negative criticism, does the leader give constructive critiques that both help the progress and quality of the performance, but also makes the individual feel good about himself?

Many in leadership fail to recognize that one "atta-boy" and a pat on the back often accomplishes far more in a positive manner than blame, harsh criticism, etc. One moment of ungratefulness by a leader often demotivates volunteers, and creates a situation where becomes difficult to enlist volunteers. Every human being wants to feel wanted and appreciated! People want to feel important, and thus when a leader publicly thanks someone, it feeds that impulse and need. Effective leaders, by definition, are excellent and proficient motivators, and understand that praise and thanks create positive reactions and motivates others to follow the leader's vision and adopt it as their own. Unless someone is able to get constituents to become believers and followers, who is he leading? One cannot be a leader if no one wants to follow him. Leaders must accept and understand this truism, so that they can put themselves in the proper mindset to be willing to realize that the leader is not the important one, but the organization and its members are!

With over 30 years consultative sales, marketing, training, managerial, and operations experience, Richard Brody has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as company spokesperson on over 200 radio and television programs. He's negotiated, arranged and organized hundreds of events.

Richard's owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. His company Website is http://www.plan2lead.net/, and he can be followed on Twitter @rgbrody. For great information on many topics, visit PLAN2LEAD's Facebook page and LIKE ( http://www.facebook.com/Plan2lead )

Original article

Wise Leaders Anticipate

Far too many individuals in leadership positions operate as crisis managers, when they should instead be proactive planners. Effective leadership invariably comes about when those in charge dedicate themselves to truly learning from their training, in order to gain the knowledge necessary to enjoy the wisdom required to have the skills and confidence needed to be able and willing to make timely decisions. True leaders cannot afford to try to escape from their responsibilities, and must recognize that with every action, as well as with every procrastination, comes inevitable ramifications. Norman Cousins wrote, "Wisdom consists of the anticipation of consequences."

1. Leadership means being prepared for eventualities. In my over thirty years of consulting to, and working closely with, well over a thousand leaders, I have observed that there is far more danger from leaders failing to act, than taking actions, even if the actions were somewhat misguided or ill- directed. Leaders that do not prepare for contingencies often end up leading via crisis management, and invariably that results in the crisis managing the leader, rather than the leader managing the crisis. Proper planning results in fewer emergencies, and thus permits a leader to spend his time leading, instead of merely managing. Effective leadership is predominantly about anticipating and being prepared for the what if's, and maintaining control and direction. All great leaders spend most of their time and efforts leading others towards an essential vision, which culminates in the attainment of the goals needed to achieve the organization's vital mission.

2. What exactly should leaders anticipate? Anticipation is not merely a slogan, but a course of action that great leaders utilize. It requires extensive and thorough planning, creating and using action plans, and preparing for contingencies via the use of back- up plans. Efficiency is about being ready and prepared, and when an unwanted or undesired circumstance or set of circumstances occurs (which invariably happens at some time in a leader's life), being prepared to take needed actions immediately, rather than permitting the circumstances dictate the leader's course of actions. This action should occur in a seamless manner, and should not be all consuming. When leaders are properly prepared, they can continue to focus on the big picture and their overall plans and objectives, while still addressing the situation or circumstance.

You are not a leader if you plan to plan properly, be prepared, have the can- do attitude when facing adversities, and turn those adversities into opportunities. Great leadership is always about being prepared, ready, and able to lead in a positive, forward looking manner.

With over 30 years consultative sales, marketing, training, managerial, and operations experience, Richard Brody has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as company spokesperson on over 200 radio and television programs. He's negotiated, arranged and organized hundreds of events.

Richard's owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. His company Website is http://www.plan2lead.net/, and he can be followed on Twitter @rgbrody. For great information on many topics, visit PLAN2LEAD's Facebook page and LIKE ( http://www.facebook.com/Plan2lead )

Original article

Leaders Plan For Ramifications

The greatest of all leaders get the results they do because they are incredible planners, with the abilities, knowledge, expertise and judgment needed to understand that every action, either taken or avoided, has certain ramifications. Joe Davis proclaimed, "One thing I learned about riding is to look for trouble before it happens." In my thirty years of working closely with well over a thousand leaders, I have continuously emphasized the need to realize that even avoiding taking an action (procrastination) is still, in fact, an action, and that there are always ramifications that require planning and preparedness.

1. Does the leader understand what the possible ramifications are? How has he determined these? Does he continuously plan, work, examine, and strategically plan for every eventuality? Far too many people thrust into leadership positions seem to either fear making, or lack the ability, to examine the ramifications, often because they don't intensely examine the issue and the actions needed. Every action taken offends some people, but a true leader examines the best way to handle these types of issues, and thinks the issue through.

2. The most effective leadership uses a strategic model. The first think a real leader must do, even before starting his position, is to examine all aspects of the organization, what works and what does not, and understand both the needs of the organization, as well as the history and heritage of the group. Is this organization growing effectively, stable, or in decline? Some of the worst strategic errors an organization makes occurs because many fiscal officers tend to suffer from a form of organizational myopia, often taking a very narrow view when it comes to group's finances. These leaders fail to realize that while being cost effective is both desirable and responsible, how this cost cutting is done is often the difference between being helpful to the organization, and adversely impacting the group by either offending, or upsetting people. These leaders often unilaterally design cost cutting measures that they no doubt feel are needed, without taking the time, effort, or steps to effectively communicate. Great leaders understand that policies can and often should be altered and updated, but that once you offend someone, it is often nearly impossible to regain their trust.

I urge those in leadership to always take a deep breath, and step back before they take definitive action, and explore the ramifications, both intended and possibly unintended, so they are best prepared to handle effectively these situations. Great leaders are planners, and this planning prepares them best for most eventualities.

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

These Two Leaders, the Doctor and the Fisherman, Knew the Answers to These Important Questions!

We are being reminded today of believers who have only a few pages of the Bible, and they share what they have. We have the whole book, in as many translations, and we have freedom to meet to sing and praise and worship and hear The Word of God.

But how reliable is the Bible? Can it be trusted totally and taken as being authoritative?

The doctor and the fisherman knew the answer to these questions!

Is the Word of God as we have it in the Bible concerning the life and ministry of Jesus Christ, reliable, accurate, and trustworthy?

At the beginning of the Gospel of Luke, we are told that many had been writing about Jesus, and we have some of these writings which are not in the Bible.

There were rumours and myths and stories and fanciful legends going around about Jesus. This invariably happens with someone unusual or famous.

Luke investigated everything from the beginning, with the aim of reassuring people that what they believe about Jesus Christ is true.

Luke was a medical doctor, and he treats the life and teaching of Jesus like one of his patients, and lovingly investigates and examines and researches, so that he can arrive at the truth.

Luke would be accustomed to keeping accurate records and having examined the facts he now presents them in an orderly manner, giving a note of certainty.

He is an authority on his subject.

We normally appreciate people who know what they are talking about, and who know how to present their case.

This is not the philosophy of mere men. We are not dealing with theories here.

What a wonderful bedside manner this doctor must have had, for Mary to have recounted the details of the conception and the confinement, as Jesus Christ the Saviour was born.

Luke writes to someone called Theophilus which means 'a lover of God'. If you love Almighty God, then this book is certainly for you.

These findings are much more than a moral code, and good ideas to live by, and the beloved doctor roots the beginning of the Gospel of Jesus Christ in history which can be checked. This is the Word of God.

Peter in his first letter mentions the importance of the prophets and then speaks about the angels, and how they looked up to Jesus.

They worshipped the Lamb of God and continue to do so. Angels are superior to us, in strength and intelligence and beauty. Do not dismiss them. They saw the Son of God in a manger, but they can never know Jesus as Saviour. Jesus Christ did not die for angels but to save and salvage men and women.

This is why we must never refer to anyone as an angel!

We have such privileges and that is why Peter goes on right away to speak of responsibilities. Privileges always bring responsibilities.

In that first Chapter of his first letter Peter writes to these disciples of Jesus and encourages them to prepare your minds for action. Roll up the sleeves of your mind. Think straight. Know clearly what you believe and why.

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

Do not 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 to keep us from drifting in these treacherous times. Here it is.

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

Peter assumes that despite the hardships they are obedient children.

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.

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

Then Peter speaks about being holy or being different, and why? He Who called you is holy, so be holy in all that you do. What a challenge!

This is a most unpopular verse! We are called to be like Father and to be like our heavenly Dad.

He is not like other people. He certainly is different, and Peter teaches us, to aim to be like Him! That is not easy.

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

To be holy or godly in the highest sense, and not in some cartoonist fashion, but as God would make us and shape us.

Verse 17 will help us. If we get the right kind of fear, and right kind of love, we will live the right kind of life, and on he goes to speak of the precious blood of Jesus Christ, with which we are redeemed, and bought back from sin, and sinfulness.

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

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

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

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 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

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

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

Leaders Could Benefit Immensely and Profoundly by Taking Time to Study and Contemplate These Words!

David, the second King of Israel, is looking back over his life and expressing so many various emotions. As he reviews his leadership with its challenges and temptations and successes too, he is so aware of the truth and fact that Almighty God gives strength.

In this most structured piece of writing in the second book of Samuel and you can read all the detail at Chapter 22, even while he is praising God, David goes on to make so many personal references, and why shouldn't he?

He knew this amazing truth that there can be times when God stoops down to minister to us, and to bless us, and of course, we see Him doing this supremely in Jesus.

There is that wonderful picture which is so practical, when David describes how God guarded him and kept him, especially when you consider some of the narrow paths of the Judean hillside. Check out the detail and observe how specific this leader is and how secure he was under the most arduous conditions.

God is alive. David knew the reality of that only too well, and God speaks and acts and moves and heals and transforms people.

Verses 47 to 50 in our passage are all about praise, and this is being uttered 3,000 years ago, and as David draws near the end of his life.

David never forgot he was a sinner who had been saved and rescued by the grace of God which was available to him at that time. This leader knew how sin could bring down a king.

David's success was ultimately God's doing. His rise was totally of God, from the beginning, and his anointing was of God, and his being rescued was of God, and David needed a whole series of rescuings.

He even makes personal references here through all these words of praise. He cannot keep his own experiences out of it, and why should he?

This is a shepherd boy taken from looking after the flock to this highest of positions in the world.

God is so generous when He gives to His servants.

David is a very specially chosen vessel.

When God rescues, He can also show wrath upon His enemies, and when God is our refuge, there is no need to fear!

What a theme for us today, when we look back, and dare to look forward, having moved into a New Year, but this theme is relevant and apposite at any time in the life of a leader.

Verse 51 speaks about God saving His anointed one. Sometimes we need saving and rescuing over and over again, because we cam ka e such a mess of things.

We read of the greatness of salvation, and its source is God, and only comes from God, through Jesus Christ, and it lasts.

God will never change His mind saying - I have made a mistake saving that man - or saving that woman - or showing that person mercy and love and forgiving his sins.

God never changes His mind regarding these vital matters!

Leaders could benefit so greatly and so immensely and so profoundly by taking time to read and study and contemplate these enlightening words from a man who experienced the hazards and rewards of leadership.

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

Leaders Must Dare To Take Measured Risks

Many individuals ascend to positions of leadership, yet very few actually become true leaders. In my over three decades of identifying, qualifying, training, and consulting to leaders, in both large and small organizations, in both the non profit and for profit worlds, I have come to realize that often one trait that a true leader needs that the rest either lack or avoid, is being both able and willing to dare to take measured risks in order to make their organizations better. Dag Hammarksjold wrote, "It is when we all play it safe that we create a world of utmost insecurity." Think of a sports analogy to understand, in simplest terms, how true that is. How many times have you seen a team that is ahead decide to play it safe and sit on their lead, and thus change what they had been doing that got them ahead in the first place, only to see their lead disappear, and end up grasping defeat from the jaws of victory?

1. Organizational reality is that a group must continuously evolve and adapt, or face difficulties. Those organizations that strategically plan on an ongoing basis, and take baby steps to maintain their relevancy without scaring away their loyalist supporters, are the ones that invariably fare best. However, this takes leadership that is willing to step beyond the status quo, and to learn from the past without being submerged and suffocated by it. Unfortunately, many organizations never do strategic planning, or at least true strategic planning. Strategic planning must be an ongoing process that is tweaked as needed, that looks at what was, what is presently, what the short- term, intermediate- term, and the long- term needs are, and comes up with a proactive method of doing something about it.

2. Far too many people who ascend to leadership appear to be unfit or unprepared or uncommitted enough to be true leaders. Leadership must never be about popularity, even though it is necessary to address the needs and desires of the organization and its members. Rather, being a real leader means having an essential vision for what the group needs, identifying it, communicating it clearly and effectively, motivating others to believe in it and to follow, explaining the reasons that certain changes are needed, and creating a true action plan with a timeline for its implementation. This requires courageous individuals who dare to risk making a mistake if they feel what they suggest is important, and are willing to risk not be as popular if they feel that they must suggest something that may be unpopular, but are then willing and able to clearly explain why the change is essential.

Undue risk is unwise. That is why leaders need to be professionally trained to recognize situations, have the judgment to weigh the risk/ reward ratio, and the wisdom to put it into perspective and implementation. Someone unwilling to ever take a risk, even a necessary and needed one that is measured, are truly unfit to lead!

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 Must Pick Their Battles

Effective leaders soon realize that there will be many issues, matters, policies, and even individuals that they do not agree with, and that it is both impossible and unwise to take on too many issues simultaneously. Wise leadership dictates prioritization as an early step in the leadership agenda, and by doing so, thus can wisely pick and choose which items are most essential/ important, and therefore which ones to exert the most effort for. Therefore, it is generally a wise course of action for a leader to pick and choose his battles, and therefore garner the most support for those items he considers most pressing and important. William James wrote, "The art of being wise is the art of knowing what to overlook."

1. In order to achieve what a leader considers most pressing, he often must overlook certain acts, errors/ omissions, less pressing issues/ policies, etc. By doing that, he places his highest concentration on the matters that he considers most urgent, or most important. In my over three decades of training leaders in all aspects of leadership and management, I always have stressed that a new leader must hit the ground running from day one. This requires someone who ascends to a leadership position to be as prepared as possible before becoming the leader, and creating an agenda, with viable goals. This permits him to enunciate and communicate his agenda from day one, and to coerce and convince as many followers as possible, so that they will buy into his philosophy, and adopt it as their own point of view.

2. True leaders cannot afford to appear as if they are running all over the place, because most observers are either motivated or demotivated by what they see being done and achieved. Far too many in leadership simply talk the talk, expressing platitudes, and often using rhetoric instead of reasoning. Great leaders can and should be working on multiple needs, policies, programs and ideas simultaneously, but must set priorities so as to place the others focus on the most pressing or important item or items.

3. Leaders must beware of what they fit for, or against. If someone in leadership puts too much focus on a secondary issue (which may have opposition), it often weakens his ability to motivate people around what his top priority. Beware that this does not mean that a leader should sell out his beliefs, but rather prioritize his public approach and appearance. Many battles end up, often unfortunately, in the political arena, and thus, great leaders learn to balance their public rhetoric and opposition, in order to conserve as much political ammunition as possible for what he considers most important.

Without this common sense approach, some of the most motivated leaders fail in their quest for greatness, because they often alienate people they might need for essential items, by their rhetoric and fighting on lesser issues. Leadership is not only about knowledge, expertise and action, but also about people skills and attitude, while setting and using the priority approach.

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

Great Leaders Look Ahead

In my over three decades of working closely with over a thousand leaders, I have always stressed that their must be a delicate balance between the expertise received from past experiences and observations, and adapting proactively both for present needs, and for future adaptations. I have witnessed far too many who have over- relied on the past, as well as many who decide to opt to literally throw the baby out with the bath water (meaning attempt a complete overhaul). In almost all cases, the best leadership model is to learn from the past, but prepare for both the present with a keen eye on the future needs and developments. A famous Japanese proverb states, "He who can see three days ahead will be rich for three thousand years."

1. Great leaders understand that there are important lessons to learn from the past, and that there is no substitute for hands- on experience to gain true expertise. However, they also realize that while these lessons are important, things change, in life, in the organization, and in society at large, and those organizations who fail to adapt often either perish or at the very best weaken. True professionals therefore understand that continuous tweaking, and evolutionary change is necessary and prudent. When changes are too dramatic, organizations often risk alienating or turning off some of their present loyal members. Evolutionary and progressive changes almost always is the preferred method of updating, and upgrading an organization.

2. I often stress the need for a true leader to have an essential vision, and to set his goals and his course of action based on the needs to achieve that vision. That permits the leader to focus everything done on a priority oriented method and approach, and to stay on course, instead of emphasizing and getting bogged down in far less essential issues. In observing hundreds of organizations over my more than thirty year career, it has always amazed and disappointed me that the vast majority of organizations spend excessive time and effort discussing less important, even somewhat menial/ trivial items, while spending insufficient time, energy or resources on their real, true needs.

True leaders must always look forward in terms of all their planning and action. Many go askew because they only look narrowly on present needs, while others seem to fixate on the past (the way we've always done things). In order for a leader to achieve greatness, he must understand and appreciate the past, identify and address present needs, but most do these things in the context of its impact on the future. Too many in leadership adopt a myopic point of view, and seem not to fully realize the big picture. In organizational leadership, everything done or avoided today has a dramatic impact, and ramifications for the future.

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 Are Presented With Rich Rewarding Guiding Principles Which Are Ignored or Even Rejected!

We hear about the 'big bang', but it has nothing on this! As you read this and contemplate the magnitude of what he is saying, you almost want to exclaim, "Oh David this is enough!" But, no, no, and on he goes.

You have to pause for breath, and David, the second king of Israel, describes how Almighty God has chosen him and anointed him and used him and rescued him over the years.

We read all the details in the second book of Samuel at Chapter 22 and in Psalm 18 in the Old Testament part of the Bible, God's Holy Word.

When you read verse 17 there is another alarming thought which comes to mind. If all this were not a prophetic utterance you would have to charge David with conceit, but it so very true.

The Lord God Almighty does stoop down at times and choose and elect and raise up a man for leadership.

David has to face a fierce enemy, and we have seen that, and we learned who was behind it all. It was and is the same rascal who is behind the enemies we have to confront! Never overlook the ravages which sin causes.

David was hated, and it is not very nice to be hated, but hated we will be. Leaders have to accept this!

If we are involved in spiritual warfare we will never be successful if we are on our own, and if we think we can do it on our own.

Not even a man with the calling and anointing and qualities and characteristics which David enjoyed can triumph on his own. It was when he was low and down that his enemies attacked, but he was led into a spacious place where he could enjoy the big blessings of God.

This is when leaders so need to have other strong leaders around them, to up hold and uplift and encourage.

When we come to verses 22 to 24, we read of how God saves. This complex complicated character who revealed such vulnerability and weakness is one of the great men of God.

Ah, God doesn't judge and evaluate men as we judge and evaluate. Are you not glad about that?

Despite his worst lapses he is absolutely committed to his God, and he is so even when he has sinned and has had to repent in dust and ashes.

David unfolds deep and abiding principles of how God deals with us.

Do we desire to see God's faithfulness? Then cultivate faithfulness towards God.

To be blameless, or perfect, or complete, or wholehearted, when we conceal nothing from God, and renounce all that displeases Him or offends Him, this determines God's faithful fullness, which He in turn makes available to us.

There are principles for leadership here which we can learn nowhere else in the entire world and yet so many ignore and overlook and even reject all the riches and guidance and direction on offer.

If there are no reservations on our side, there will be none on His, and leaders in every walk of life need to know this and experience the reality of it.

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.

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