In Leadership, Results Are LimitlessLearn Management Articles on management-info.biz. In Leadership, Results Are Limitless article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Word count: 580 Summary: A key stumbling block to leadership success is the very mind-set of the leaders. Those leaders who don't believe that results are limitless are selling their jobs and careers short. Here is a four-step process for manifesting a 'results are limitless' mind-set. In Leadership, Results Are Limitless by Brent Filson Results are limitless. That's not a supposition. That's a fact. Leaders who don't believe that don't understand the power of leadership to achieve great results. Leaders who believe it and live by their belief have an unmatched advantage over those leaders who don't. To begin to understand how and why results-are-results are limitless, consider these facts: * In 1878, Jean Bouillaud, member of the French Academy of Sciences, said upon hearing a demonstration of Thomas Edison's phonograph, 'It is quite impossible that the noble organs of human speech could be replaced ignoble, senseless metal.' * In 1899, Charles H. Duell (Commissioner of U.S. Office of Patents.), urging President William McKinley to abolish his office, said,'Everything that can be invented has been invented.' * An 1909 article in the Scientific American stated, 'The automobile has practically reached the limit of its development is suggested by the fact that during the past year no improvements of a radical nature have been introduced.' * Popular Mechanics stated in March 1949: 'Where a calculator on the ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons, computers in the future may have only 1,000 vacuum tubes and perhaps only weight 11/2 tons.' The point isn't that experts are wrong. Experts, we know, have been wrong countless times. The point isn't that things change. That's obvious. The point is this: BECAUSE THINGS CHANGE, RESULTS ARE LIMITLESS. IN OTHER WORDS, WHATEVER RESULTS YOU ARE ACHIEVING, YOU CAN ALWAYS ACHIEVE MORE. This may seem like a non sequitur. After all, leaders know that things change. But many leaders whom I have encountered don't make the connection and fail to realize that results are limitless. But there is a connection -- a profound connection. And leaders who don't make that connection, don't live that connection, are giving short shrift to their leadership and the people they lead. Living by the results-are-limitless credo can set you apart as a leader who consistently gets results, no matter what the challenge you face. Start to take a small but well-defined step to manifest results-are-limitless leadership. (1) Identify. Identify one thing you think is NOT BEING QUESTIONED. Make sure it is something people believe has 'reached the limit of its development.' It may be a product or features of a product. It may be the way your organization is structured. It may be a successful engineering program. (2) Question. Treat it as if it's fundamental premise were false. Can you shoot holes in the logical reasons for its existence? If it ain't broke, see what would happen if you break (change) it — with one end in mind, achieving more results. (3) Change. See if you can come up with answers that will lead either to replacing what you're questioning or improving it. (4) Continue. Don't look at this as an academic assignment. It's not homework. It's the beginning of making the credo part of the DNA of your leadership. Repeat: This as a leadership endeavor. Determine who are the cause leaders you need to make the change happen. Talk to them about how they would take leadership to affect that change. You should not only have 'What if ... ' discussions but more importantly, 'Why not ... 'discussions. 2005 © The Filson Leadership Group, Inc. All rights reserved.
|
More Articles:1. The Importance of Business Goals By Martin Haworth For you to get where you want to go, there are four key steps for you to take. They are not difficult, but they are vital.Commonly known as the GROW model, the four stages are as follows:-G stands for GoalsBeing clear about where you want to get to is absolutely critical. You MUST know where you are intending to get to, by identifying your goals and being very precise about them.Use SMART goals - this is a useful description which is great to remember.S - is for SpecificBe really clear about… 2. How to Turn a Difficult Meeting into a Positive Meeting By Alan Boyer Have you ever heard someone offer a positive idea in a meeting and nearly everyone around the table shoots it down immediately? There seems to be more reasons why it can’t or shouldn’t happen than in ways to make it happen. Many times these meetings become downer meetings, spiraling downward toward failure, and everyone leaves in frustration.Does it seem that your meetings never accomplish anything?Stop fighting the negative and use the negatives to drive toward the positive. Dr. Bluma Zeigarn… 3. Involving People Gave Us the Improvements We Needed By Chuck Yorke We had a problem with handling materials in a production department. Our process required raw materials to enter the department, be processed, and leave the department. The raw material was placed on pods, delivered for production, removed from the pods, placed on a staging fixture, removed from the fixture and process materials were then placed on another pod and delivered to an internal customer. Internal customer had to place on still another pod.Someone suggested placing the material from … 4. Employee Motivation - Access Their Unique Talents By Martin Haworth Your people are invaluable to you. They are the lifeblood of your business or organisation. And yet, in many situations, managers take little time to truly find out what makes each of their people special. Makes them unique.But why would this be important to know?When people bring their special blend of skills to your workplace, it’s important to know about it. And not just because you might be able to get more out of them. When you know what turns your people on, they work happier and contrib… |
||||
