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