Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk. (Part Two)Learn Management Articles on management-info.biz. Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk. (Part Two) 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: 578 Summary: The author asserts that presentations and speeches are the least effective means of leadership communication. There is a much more effective way: the Leadership Talk. In this three part series, he describes underlying principles of the Leadership Talk and ways to help develop and deliver it. Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk. (Part Two) by Brent Filson In Part One, I described the Leadership Talk and how it is a much more effective leadership tool than presentations or speeches. I also described two fundamental premises that the Leadership Talk is based on. In Part Two, I will show you the purpose of the Leadership Talk. You won't be able to give a Leadership Talk effectively on a consistent basis if you misunderstand its purpose. The Leadership Talk doesn't drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that's to motivate people to be your cause leaders in meeting the challenges you face. This is important in understanding the difference between Leadership Talks and presentations/speeches. You're a leader. You have a task to complete. Do you want the people you lead to simply do the task? Or do you want those people to actually take leadership of accomplishing the task? For the difference between doing and leading in terms of accomplishment is stock car and a formula 1 racer. Clearly, you can order them to accomplish the task; and if you're in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order. However, their committing to take leadership involves your establishing a special relationship with them. For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping. Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher levels; having floor sweeping be an integral part of the general cleaning policy; hiring, training, developing other floor sweepers; instilling a 'floor sweeping esprit'that can be manifested in training; special uniforms and insignias; behavior, etc.; setting floor sweeping strategy and goals. Otherwise, in a 'doing' mode, one simply pushes a broom. You may say, 'Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!' Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed. Furthermore, though you may order people to do a job, you can't order anybody to take leadership of it. It's their choice whether they take it or not. This is where the Leadership Talk comes in. Using it, you set up the environment in which they make that choice. The Leadership Talk is not only the most important way to get cause leaders; it is the only way to get them on a consistent basis. In the final part of this three part series, I'll show you how to develop and deliver a great Leadership Talks. 2005 © The Filson Leadership Group, Inc. All rights reserved.
|
More Articles:1. The Seven C's: Partnership Danger Signs - Conflict Becoming the Norm – Part 2 By Dorene Lehavi A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.Conflict Becoming the Norm – Part 2In a previous article, I wrote about how unresolved conflict can create havoc in your business and can often end in a failed partnership. Today, I share with you a story about a pair of clients I recently worked with.Sue and Vicki were partners in a service organization that thrived on new membership and putting on events. Sue and Vicki had been coaching with… 2. Does Your State Like To Keep Your Workers Compensation Secrets Hidden? By Steve McArthur Workers compensation secrets are hidden deep within piles and piles of bureaucratic mumbo jumbo. They are sometimes used as high priced paper weights for over worked government workers who may or may not be totally interested in seeing that you find the exact information that you are looking for. However, this is just an opinion. From what I've seen on the Internet finding information about workers compensation secrets can be confusing at best.Where do you start if you want to find relevant fa… 3. Time Management and Team Development - The Yes and No of It By Martin Haworth Sometimes.In fact making some small changes to the circumstances when we use these two little words, can make all the difference. And it takes practice.Saying 'Yes' More......brings help when we are offered it. How often have you turned down support, because it felt easier to say 'No thanks. I'm fine'? How often have you rejected assistance in all sorts of places and circumstances? Sometimes it seems like the thing to do - a force of habit. But saying 'Yes', truly can be a help for you. But th… 4. Attract and Retain Positively Great Employees - An Action Plan for Employee Training By Kathy Iwanowski Everyday a business owner, CEO, or manager somewhere is complaining about the lack of good employees. On the same day, in a break room, employees are complaining about the lack of good jobs. Thinking that they can alleviate the problem with finding good employees, many employers have opted for lengthy applications and endless interviewing. In the process, the employee-to-be becomes frustrated before even starting the first day of work. The employer has spent a bit of money and the orientat… |
||||
