British poet and lexicographer Samuel Johnson said, “Almost every man wastes part of his life in attempts to display qualities which he does not possess.” If you have an image in your mind of what talents people are supposed to have, yet you do not possess them, then you will have a difficult time finding your true strengths. You need to discover and develop who you are. Here are a few suggestions to help you: Continue reading “Finding Your Own Strength Zone”
As leaders, we’d like to think that when people leave, it has little to do with us. But the reality is that we are often the reason. Some sources estimate that as many as 65 percent of people leaving companies do so because of their managers. We may say that people quit their job or their company, but the reality is that they usually quit their leaders. The “company” doesn’t do anything negative to them. People do. Sometimes coworkers cause the problems that prompt people to leave. But often the people who alienate employees are their direct supervisors.
Most leaders can make a good impression on employees when they first meet. Add to that the optimism people have when they start a new job. They want a new job to work out. But over time, leaders will be recognized for who they really are, not who they are trying to appear to be. If a boss is a jerk, it’s only a matter of time before an employee knows it. Continue reading “Why Do People Quit?”
Most leaders naturally fall into either the climber or connector camp. They are either highly positional or highly relational. Which type of leader are you? Take a look at some of the differences between climbers and connectors:
Climbers Think Vertical—Connectors Think Horizontal
Climbers are always acutely aware of who is ahead of them and who is behind them in the standings or on the organizational chart. They are the way I was as a young leader reading the reports to see where they rank. Moving up is very important, and the idea of moving down is terrible. Connectors, on the other hand, are focused on moving over to where other people are. They think more about who is on the journey with them and how they can come alongside them. Continue reading “What Kind Of Leader Are You?”
Every leader faces tough times and that’s when leaders distinguish themselves and show who they really are. Leading others can be very difficult and can take great courage. Of course, it’s not that way all of the time. About 95 percent of the decisions a CEO makes could be made by a reasonably intelligent high school graduate. What is often required is common sense. But CEOs don’t get paid for those decisions; they get paid for the other 5 percent! Those are the tough calls. Every change, every challenge, and every crisis requires a tough call, and the way those are handled is what separates good leaders from the rest.
How do you know when you’re facing a tough call and need to be at your best as a leader? You’ll know when the decision is marked by these three things: Continue reading “Making The Tough Call”
The bottom line is that when the leader listens, the organization gets helter. Former Chrysler chairman Lee Iacocca asserted, “Listening can make the difference between a mediocre company and a great one.” That means listening to people up and down the line at every level of the organization to customers, workers, and other leaders.
Dallas-based Chili’s, one of the nation’s top restaurant chains, has prided itself in having leaders who listen. Norman Brinker, onetime owner and chairman of Chili’s, believes that responsive communication is the key to good relations with both employees and customers. He also has lean that such communication pays big dividends. Almost 80 percent of Chili’s menu has come from suggestions made by unit managers. Continue reading “Listening Can Improve the Organization”
Leaders become better leaders when they experience a defining moment and respond to it correctly. Anytime they experience a breakthrough, it allows the people who follow them to also benefit. The difficulty with defining moments is that you don’t get to choose them. You can’t sit down with your calendar and say, “I’m going to schedule a defining moment for next Tuesday at eight o’clock.” You cannot control when they will come. However, you can choose how you will handle them when they come, and you can take steps to prepare for them. Here’s how:
Reflect on Defining Moments from the Past
It’s said that those who do not study history are destined to repeat its mistakes. That statement applies not only in a broad sense to a nation or culture but also to individuals and their personal histories. The best teacher for a leader is evaluated experience. To predict how you will handle defining moments in the future, look at the ones from your past. Continue reading “Defining Your Moments As Leader”
In order for you to finding the main thing when come to the decision making, here are few questions that you need to consider.
What gives me the greatest return? What is most rewarding? What is required of me? Those were not questions you could always readily answer. Early in a career, the easiest to answer is usually the one concerning requirements. You can work from a job description if you have one. On the other hand, most people don’t start getting a true sense of what give the greatest return for their effort until they reach their thirties—sometimes even later in life. And what is most rewarding to a person often changes during different seasons of life.
As you worked, reflected, and grew, you will slowly begin discovering the answers to those three key questions. This guiding principle was that the purpose of all work is results. If you wanted to accomplish objectives and be productive, you needed to provide forethought, structure, systems, planning, intelligence and honestly. But you need also know that you needed to keep things simple. If you had read a study of thirty-nine midsized companies stating the characteristic that differentiated the successful companies the unsuccessful was simplicity. The companies that are sold fewer products fewer customers, and who worked with fewer suppliers than other companies in the same industry were more profitable. Simple, focused operations brought greater results. As Warren Buffett observes, “The business schools reward difficult, complex behavior more than simple behavior, but simple behavior is more effective.” By striving for simplicity, I could help myself to keep my mind on the main thing.
Continue reading “Finding The Main Thing”
As a good leader you have to guard against the human natural bent such as selfish, greedy and dishonest. Asking yourself questions to help you define reality isn’t enough. You have to do more. Here are four practices to help you to become better leader.
Admit Your Weakness
Try to train yourself by voice weakness such as “I
am an alcoholic”,” I must confess to others, “I am an unrealistic person.” Admitting my weakness is a first step toward recovery. You can’t define realit
y if you won’t face reality. As a good leader, it is important to know where is time
to get help from other to sove the problem for great of good.
Embrace Realistic People
The old saying “birds of a feather flock together” is really true. Normally people like to be around people who are like them. That may be a good thing when they want to have fun, but it can be a bad thing when you want to lead well. As a leader, you need people to complete yourself, to be strong where you are am weak. An effective leadership team has members who complement one another.
Continue reading “Guarding Against Unrealistic Thinking”