Introduction

Change is a mysterious subject and change managers have their views on what is the best way to make change happen. I doubt if anyone who has ever been involved with change management would say that all of the change initiatives that they have rolled out have been hugely successful. Every programme at some point or other comes to a point where the employees “resist the change”. Now that expression in itself is an interesting subject, because it implies that the problem is with them – those being changed, rather than with us – those seeking to change.

Don’t try this at work!

I remember having a discussion with a fellow change manager in large manufacturing organisation where we were rolling out a huge change initiative. Let’s call him John. One day we were having an exchange of views as to the different strategies and tactics for successful change. I asked him “what is your solution to dealing with employee resistance?” His response almost left me speechless – well almost. He replied: “to push more!” I couldn’t quite believe it, but what John was suggesting was that if there was resistance then the way in which to deal with it is to push harder. This to my mind is the ego of a leader gone out of control, someone who really doesn’t care for the thoughts and feelings of others, just as long as they are able to get their way.

Ok, I have taken my pills now and have had a nice cup of decaffeinated coffee and have OHMed for ten minutes to dissipate the stress, but seriously though, is this really the best way to roll out change? If you have read the last paragraph and you are on John’s side then I ask you to stop for a moment to think about what you are seeking to achieve.

A reframe for resistance to change

Now I am not naïve enough to think that hostility towards change hasn’t existed in some of the change efforts that I have managed, but realistically speaking real resistance to change is often quite minimal.
In my world I don’t believe that the majority of people are actively resisting change. What might happen is that we, as change managers, may translate their observable behaviour into what we might label as resistance. For instance, think back to the last time someone asked you a question in relation to a particular change effort. Did you interpret their questioning as a sign of being difficult? Sometimes you might do and sometimes not, and it may depend on whether they are jabbing their finger at you using an aggressive tone of voice at the time. However a healthier means of approaching questions is to take the approach that experienced sales people take. A good salesperson is taught to understand that when people ask questions this is actually a buying signal. Asking questions is a person’s way of gathering the information necessary to help them make their decision. For this reason I tend to never label any behaviour that I observe as resistance to change, instead I call it dealing with a person’s valid concerns or if you would like to continue with the sales analogy, handling their objections.

So what’s the big deal?

If we consider for a moment that it is perfectly valid for someone to have a different viewpoint to us, and I am going to take a leap of faith here and believe that as a change manager you are respectful to other people’s points of view. We have to be in that person’s world to appreciate their experience. For many people change can be scary because it means dealing with uncertainty and this may surface all sorts of irrational fears and beliefs. This highly emotional state can cause people to act in unpredictable and not very resourceful ways. The best change managers that I have met in my career are unlike John who I mentioned in the start of this article. No, the best change managers are those who demonstrate empathy, the ability to get inside another person’s shoes and really know and understand what is going on for them. Now to many people, especially the Johns of this world, this may sound like a pink and fluffy approach and this has no place in the cold hard face of engineering or manufacturing, but you would be wrong. I have sat with engineers who have cried (privately of course) at the prospect of their world changing, so the question I ask you is how effective do you think the approach of beating some more over the head would be? Making change happen is about dealing with the humanness of the people whom the change will be affecting and to disregard their humanity is only one short step in my view from showing them the finger.

Some suggestions for moving forward

So in summary my suggestion is when you are rolling out change a key assumption to make is that not everyone is going to be “sold” on the idea. So as a change manager it is your job to:
1) Identify the concerns of the people for whom the change will affect;
2) Clarify that you have correctly understood the concerns;
3) Flush out the remaining concerns and re-clarify your understanding before addressing ANY of the other concerns (this avoids the YES-BUT game);
4) Check to identify that there is enough trust between you and those people before handling the concerns otherwise you will waste your time as they probably wont believe you;
5) Respectfully address the concerns using equal portions of logical and emotional language;
6) Request their help in moving forward making the change appear small and help make them feel big;
7) Provide a space for follow-up to allow people to come to you privately for any other concerns
From your toughest cynics will come your greatest advocates if they are handled properly; so recruit more advocates and make your life easier for rolling out effective change.

About the Author

Attention leaders and line managers who want to get better at motivating teams and influencing people…

Just visit http://www.howtocoachyourteam.com now to receive this master coaching secret.

To Inspire Your Followership, First Inspire Yourself In Three Key Areas

by Michael D. Hume, M.S.

Over the years, one of the hottest topics my coaching clients have wanted to explore has been how to become a more inspirational leader. The answer is a little different for each leader, but the foundational principle is this: take personal responsibility for getting – and staying – inspired. People naturally follow leaders who embody an inspired approach to work, and indeed to life.

Personal responsibility seems to be losing popularity in America these days. At least, if you keep up with the news, you know the current government is operating much more from a position of government intervention and control than from a guiding principle of personal freedom and responsibility. This, though, is excellent news for leaders who have the desire and ability to drive themselves; as leaders who exude an inspired personal responsibility become more scarce, their value in the “leadership marketplace” soars, and great followers seek them out.

Benjamin Franklin had it about right more than 200 years ago when he rhymed: “Early to bed, early to rise, makes a man healthy, wealthy, and wise.” This is still not a bad habit to develop; for today’s leaders, I think the quest for personal inspiration takes you through three key areas similar to Ben’s list. The inspired leader today is conspicuously healthy and vital, visibly successful, and driven by inspiring personal values.

Healthy.

Some bosses often hear the words “You look tired today” – but the inspired leader rarely does. Instead, the inspired leader is often described as “hard charging,” “a go-getter,” or “a high energy person.” Part of that is how much your work inspires you emotionally, but you can’t ignore the influence of basic physical vitality on how you are perceived. I know many leaders who assume they have neither the time nor – oddly – the right to take care of their own physical vitality, and expect themselves to be the hard-charging go-getter by means of some magic that flows from the mere self-expectation. Nonsense. People don’t naturally follow tired, grumpy leaders. Take personal responsibility for your own vitality with five basic daily habits around nutrition (don’t eat garbage), exercise (work up a sweat for 20 minutes every day), water (drink two liters a day), sleep (get at least seven hours), and supplements (take at least one good all-purpose supplement). After a few days, you won’t look tired, because you won’t be tired.

Wealthy.

Your intuition tells you people follow those they perceive to be successful. You may not be financially wealthy – yet – but if you’re reading this you probably have many blessings to count. So while I don’t advocate becoming blatantly material or being perceived as a worshipper of money, I do think your followers need to see that you are grateful for what you have and that you are capable of building on your successes. Be a good steward of your personal resources (and those of your business), and you’ll inspire your team to do the same. Share the credit for your accomplishments, and your followership will grow in both quantity and quality. Simply find a way to exude success, and success is what you’ll harvest.

Wise.

I define wisdom as smarts driven by values. I list this one last as a nod to Ben Franklin’s rhyme, but for most people seeking to become more inspiring leaders, I suggest this is the logical starting point. You already are smart enough through your education and experience, so now you need to take inventory of your personal values and make sure you are living them with integrity every day. When you’re perceived as a leader driven by inspiring personal values, you’re a powerhouse. In fact, one of the most inspiring leaders I ever met is the one I married – people follow her instinctively because they know she will always “do the right thing,” every time, no question. So what are your values, and how do they link to your business? What is the “why” that drives you? Figure that out, and your followership will blossom.

Too many times I’ve counseled a young leader who’s basically waiting around for someone else (usually their own boss or client) to inspire them, or who cite how “uninspiring” their work is as a reason to be the tired, grumpy boss they don’t want to be. While it’s true that healthy people seek healthy environments, and that you should change jobs if you truly believe your work conflicts with your values, most of the time you have what you need right at hand if you’ll learn to appreciate it.

These days, no one is going to come along and inspire you. You’ll have to do it yourself. And no one’s going to take care of you either, in today’s environment. You have to take the personal responsibility to form the team, start the business, launch the product, fix the problem, create the experience, or build the better mouse trap. So get inspired. Be the vital, successful, values-driven leader you know you’re meant to be.

About the Author

Michael Hume is a speaker, writer, and consultant specializing in helping people enjoy health, wealth, and inspiring lives. Those who want to make money “one less thing to worry about” can learn more at http://oneyearplan.net/michaeldhume – anyone wanting more vitality can browse http://shop.enivausa.com/239824 – visit Michael’s web site at http://michaelhume.net

To someone who doesn’t know the real Ron Flynn might believe all the bad things some people wrote about him on the internet. But really, who is Ronald Flynn and what is intriguing about this man?

Mr. Ronald “Ron” Shane Flynn is an American environmentalist, philanthropist, and the Founder, CEO of True Green Energy Group (TGEG). He is also the founder of Spectrum Blue Steel Corporation(SBSC), the company that was given rights by GEECF (Global Environmental Energy Corporation) to manage, sell and promote Biosphere Technology in the Philippines.

In 2008 Mr. Flynn started the Spectrum Blue Steel Corporation with a vision of helping our environment through biosphere technology. He might not be as remarkable as David Suzuki for his environmental efforts but he is a man with sincere love for the environment. Together with his TGEG and SBSC family, they endeavor to make true changes in energy industry. With their unwavering vision of achieving a zero waste society, they continuously seek ways on how to help in solving our environmental problems.

The fact that the world has been dependent on oil for energy in the past years has created various environmental problems worldwide particularly the increased of carbon emissions. They used a strategy wherein they could “de-carbonize” the electric power generation industry by shifting to non-fossil fuel-based energy sources, specifically waste-to-energy to help in solving these environmental concerns. This follows the American Energy Policy Act of 2005 which confirmed energy-from-waste is renewable, and the Philippine Renewable Energy Law (RA 9513) of the Philippines.

Right now, Flynn together with SBSC and TGEG continues to promote the use of green technologies such as biosphere technology. He is confident that with biosphere technology, the problems with energy and environment will be eventually solved. Biosphere technology is a gasification process invented and developed by Dr. Chris McCormack. This technology uses wastes instead of natural reserves to produce electricity. It harnesses the combustibility of solid wastes (MSW) to create a heat source that produces super heated steam via boiler. Then this super heated steam will then be used to drive a combination stream turbine/alternator that will generate green electricity. For more information about biosphere technology, you may log on to http://www.spectrumbluesteel.com.

About the Author

She is a freelance writer who has great interest in environment, technology and web design.

The Honourable Sergio Marchi is the Former Minister of Trade for Canada, and has held other senior political titles including President for the Business Council for Canada, and the Ambassador for Canada to the World Trade Organisation. This former Canadian politician is now heavily in demand as a motivational, keynote and conference speaker and regularly tours the international stage speaking to large audiences of business people, economists and government officials who are keen to learn more from the experiences of this truly global player.

Sergio Marchi – a brief background

Sergio served in the Canadian government as Cabinet Minister for three portfolios during his career in government. These were International Trade, Environment and Citizenship and Immigration, and he is considered to be an expert in all three. Sergio was also Canada’s ambassador to the WTO, as well as the Office of United Nations and World Intellectual Property Organisation. He was additionally a UN Migration Commissioner from 2004-6.

Sergio is currently serving as a senior fellow in Geneva’s International Centre for Trade and Sustainable Development, and has an additional role as the Secretary General’s Special Advisor at the International Catholic Migration Commission. Sergio is widely considered to be one of the world’s leading voices on economics, global politics, migration and geopolitical issues. He is a much sought after speaker and panellist by those seeking an informed view and opinion in these fields.

In more detail

Sergio left his political career in 1999 when he was offered his appointment as the Ambassador for Canada to the WTO in Geneva. He was then unanimously elected as the Chairman of the General Council at the World Trade Organisation. He has also been heavily active in the private sector – as Senior Business Advisor at Lang Michener LLP between 2006-8, and the Senior Advisor to the Chairman of an International family-owned business. Additionally he held the role of Chairman at the Canadian Services Coalition from 2006-8.

As a speaker

Sergio is both informative and hugely engaging and a compelling speaker. He offers a wholly incisive and experienced analysis into how leaders and organisations can best prepare for a changing world, deal with new challenges and create a truly global outlook and perspective on business and wider economic and social issues. He brings a trusted and hugely credible perspective to issues such as globalisation, politics and the world economy and shows audiences clearly how global events trickle down and resonate at a local level. His experiences with the Canada China council also mean that Sergio is ideally placed to explain and bring insight to the ever more important role of China in the international market.

His presentations are content-rich and delivered in an engaging, professional style. The audience will be guaranteed to leave with fresh insight, knowledge and viewpoints, delivered from a true insider in regard to the global economy. Sergio can present fluently in English or Italian and his services are much in demand among informed international audiences including conferences, panels and global business gatherings.

About the Author

Celebrity Speakers:
Europe’s Leading Speaker Bureau delivers motivational speakers, business, keynote and after dinner speakers for meetings, events and conferences.

Spin Flash Dryer generates powder from feed that’s viscous or sticky in nature, paste or filter cake. There are two stages involved including the disintegration of the feed and drying of the disintegrated feed. Keeping in mind the nature of the feed material, conventional arm can be employed for crystalline, non-sticky material or even engineered rotating spin design disintegrator can be applied to manage sticky and jellylike material.

The disintegrated material comes in contact with the hot drying media which helps dry the particle. High solid contents make the spin flash dryer an incredibly useful drying proposition.

Benefits of Spin Flash Dryers

*Increased drying efficiency and low energy costs

* Direct drying with negligible diluting

* Nonstop processing with little drying time

* Least operator overheads and low maintenance costs

* Pressure shock-resistant chamber for safe drying of organic products

* Obtainable in GMP design

Application of Spin Flash Dryers In Various Industries

* Pharmaceuticals

* Pigments and dyestuffs

* Waste products Agrochemicals

* Ceramics

* Food and feed products

* Inorganic chemicals

* Organic chemicals

Spin Flash Dryer Designs available

Besides the conventional open-cycle design which uses atmospheric air as a drying medium, closed-cycle system designs are also available, that either uses low-oxygen principle, or external inert gas supply such as nitrogen. The low-oxygen option helps prevent dust explosion hazards, while the nitrogen-based system is useful for drying solvent-based materials,

Drying chamber

Available in standard sizes from 200 to 2,500 mm diameter.

Pharmaceuticals

Plants adhere to GMP requirements and have number of special design features embedded in them, including shaft entry with a barrier, sanitary flange assembly and sealing, inspection door gaskets, easy disassembly and a rotor top cover.

Small scale plants

Small scale, ready-to-install Spin Flash® drying plants are obtainable for research purposes and small-scale production purposes. They are easy to operate and can be dismantled for cleaning.

Prominent Places to source Spin Flash Dryers from India

Ahmedabad, Mumbai, Pune, Anand, Ankleshwar, V.U. Nagar, Hyderabad, Ambala Cantt, Chennai, Dombivili, New Delhi, Secunderabad

Made-from-india.com is a leading B2B portal from India that has listed on its directory leading suppliers, exporters and manufacturers dealing in array of Spin Flash Dryers machines from all across India.

URL :

http://www.made-from-india.com/article/Spin-Flash-Dryers-546.html

About the Author

made-from-india is a biggest b2b marketplace and b2b portal in india. Connecting global buyers to indian manufacturers, suppliers and exporters for the products which their needs.

More information at – >http://www.made-from-india.com

Uncertainty about the fallout in 2010 from the global economic recession has opened a significant divide between the public and private sectors of the economy in the United Kingdom, says Beth Cauldwell, an executive search consultant in the London TRANSEARCH office.

“In the private sector, companies have made radical cutbacks in headcount across the board. As a result, many are now feeling vulnerable as they are under-resourced for an upturn when it comes,” Cauldwell says. “In the public sector, there have been no widespread cuts yet, but the public sector is waiting for inevitable cuts to happen.” Private companies continue to be challenged by banks unwilling to loan money and the private equity market has been badly hit by the economic tumult of the past 15 months, she adds, exacerbating a general lack of available funding.

Downsizing by private companies has significantly increased the number of management executives in the job market, and the availability of so many experienced business leaders has lulled many organisations into the assuming they can simply shelve talent management strategy and avoid focusing on retention practices.

However, there will be significant consequences for companies that let the job market dynamic drive their talent practices and those who fail to proactively manage key leadership performance drivers, Cauldwell contends.

Having a top quality leadership team is even more important in an economy which is the toughest we’ve seen for 60 years,” Cauldwell says. “You can’t afford to field a ‘B’ team in this environment, so therefore it’s imperative to devote resources to talent development, acquisition and retention.” The task of acquiring new management talent isn’t made less difficult in times like these, in part because job security is paramount for those considering a move from a current employer to a new company. Also, some senior executives won’t even consider a career move unless they can negotiate a package to leave.

“Finding a win-win proposition is the same as ever,” Cauldwell shares. “Ensuring candidate and client fit and confirming that expectations are realistic on both sides is key” she adds, noting that companies and individual leaders acknowledge that all must operate within the limitations of the current economic environment.

Looking ahead at business priorities in 2010, Cauldwell urges companies to keep talent management on the board meeting agenda and to examine how a lack of injecting new leadership with fresh ideas may inhibit productivity and competitiveness as the United Kingdom’s economy emerges from a watershed period.

This article is an extract of the White Paper entitled ‘EMEA Leadership Outlook – Looking Ahead With Measured Optimism’. Get your copy of the full White Paper via the Transearch International executive search firm website at http://www.transearch.com/press-room/article?article_id=467. Given their unique viewpoints on the way forward, distinguished executive search consultants from a number of TRANSEARCH International offices across the EMEA region contribute their unique market insight and client engagement expertise.

About the Author

Executive search firm TRANSEARCH International has representation in most of the major economic centres of the world with 59 offices in 37 countries. TRANSEARCH International was founded in 1982 and is a leading international executive search firm. UK Leadership Positioning For The Upturn

Miss Brown is a Chocolate Labrador Retriever with an ego. “Not to brag,” she says, “but I’m unusually smart.” That’s why she runs her own business, Miss Brown’s Frisbee Retrieval Company – and that’s why she has some strong ideas about leadership.

One thing she likes to do is collect stories about leadership – good and bad. Here’s one she heard recently about both, in her own words.

Two Different Leaders

A friend of mine worked for two vice-presidents at the same time. She reported to Leader 1, but did most of her actual work for Leader 2, in a matrixed organization. She said, “The difference between those two is as stark as the difference between night and day.”

A Story that Shows the Difference

My friend spoke to some consultants about the possibility of doing a newsletter, knowing that, although Leader 2 wanted to do one, Leader 1 opposed the idea. When Leader 1 heard about her conversation, he was furious. Late in the afternoon, near the end of the workday, he called her on the telephone. My friend told me, “He screamed into the mouthpiece. He just yelled curse words and questions, but didn’t even wait to hear my answers!” As for her, she just sat and listened, stunned, holding the phone away from her ear because he was so loud. No one had ever spoken to her like that before.

I find this part hard to believe, but Leader 1 made that phone call from his office, with the door open. I suppose he thought he was safe, since it was late in the day, but in fact, several other vice-presidents, including Leader 2, heard him. Leader 2 telephoned my friend later in the day, after she left work. “Are you all right?” he wanted to know. He then asked her to come and see him on the following day.

When she went to see him, he said, “I am so sorry that you had to experience that.” Then he asked her what she needed to do to feel better. He suggested using the HR system available in the company to report the behavior of Leader 1. He assured her that her report would be anonymous, and he gave her the name of a person to call.

In short, Leader 1 cared only for the issue that had angered him. In contrast, Leader 2 cared about this employee as a person. Leader 1 showed very poor people skills. Leader 2 showed excellent people skills.

My friend followed through with Leader 2′s suggestions. She doesn’t know what, if anything, happened to Leader 1. He’s still there. But she felt good for having taken action.

My Advice

What advice would I give Leader 1?

I’d tell him to:

* Treat those that work for him with kindness and respect.

* Have private conversations in private.

* Ask questions and listen for the answers.

* Provide feedback as early in the process as you can to avoid incidents like this one altogether.

These four steps would have gone a long way toward keeping my friend on the right track, making her experience a better one, and building her respect for – and desire to please – Leader 1.

What kudos would I give Leader #2?

I’d say “Good job!” for doing these things:

* Caring about my friend as a person.

* Sticking up for her to the other vice-president.

* Assuming that she was doing her best.

* Removing obstacles to her future performance by making sure she took the necessary steps to feel right about the incident.

About the Author

Jo Ellen Roe is the author of A Dog’s Advice to Leaders – and the wise dog and storyteller known as Miss Brown is her best friend. Visit A Dog’s Advice to Leaders for a photo of Miss Brown and learn more about how her insight and wisdom can help you become a better leader.

Developing leadership skills can help you advance rapidly in your career as well as change your perspective and ideas about what you want to achieve in life. Many people mistakenly believe that to be successful, these skills must be developed early in their careers and are attained only through formal training. This is not true. These skills can be learned at any time, especially if you decide to take the initiative and learn to develop them yourself. It is often hard to critique our own management style and skills, so you may decide to ask someone you trust for their feedback.

This is often a direct manager, respected coworker or team member. When developing leadership skills, successful leaders learn how to listen. Team members and managers often tell you exactly what they need. Being interested in their lives, concerned about their issues and providing methods of solving problems are all the signs of a good leader. Showing respect for your team’s capabilities and trusting their judgment goes a long way in earning their respect for your leadership. Demonstrate your integrity and lead by example. In other words, practice what you preach. When your team sees you following the same advice that you give them, they learn to believe in you.

This creates trust and builds a team that is cohesive, working towards the same goal in the same way. One of the most difficult parts of developing leadership skills is learning how to delegate. A leader that does not share tasks and responsibilities are often overloaded. This does not give them the opportunity to mentor their team and help increase their productivity or efficiency. By sharing the responsibility, team members feel more invested in the big picture. This provides motivation and focus, which also enhances performance. Communicating their individual roles, as well as that of the team is important in attaining goals.

By clarifying the objectives, it helps them understand where they fit in. Providing ongoing feedback and praise will encourage them to be more proactive when solving problems and overcoming obstacles. When a team member exceeds expectations, celebrate with them and ensure they receive recognition. Developing leadership skills is very much focused on leading rather than managing. Yes, there is a certain amount of decision-making that must be done by you personally, but team members need to feel valued. Sharing with them, picking up the slack when necessary and asking for their feedback will reflect positively on you.

About the Author

Liam McCauley is a professional marketer, business coach and mentor located in Charlotte, North Carolina. Liam specializes in assisting serious entrepreneurs acquire the necessary skills to market their home based business online, providing multiple income streams.

To contact Liam, please call + 1 (803) 412-1449 or to obtain further information, please visit http://meetliammccauley.com

We`ve all heard the phrase a “flash of inspiration” or a “flash of brilliance”. I don`t know where those phrases came from exactly, but they create a perfect metaphor.

Think about the flash from a camera (or if you are old enough, from a disposable flashbulb).

Some spark or electrical charge provides the impetus for the flash to go off. At that precise moment the camera takes a picture, capturing the moment more effectively and more vividly because of the flash. Once the camera has created the picture (with the help of the flash) you can look at it and eventually, if it is a good picture, you will share it with others.

I`m suggesting that we think about our ideas – our “flashes of brilliance” – the same way.

The Four Steps to Capturing Your Brilliance

Just like the camera needs its flash, you also need your flashes. And just like the camera, you must use them correctly. Let me get a little clearer and a bit less metaphorical.

Step 1 – Ignite it. To take pictures, the camera sends an impulse to the flash unit to ignite the bulb. Your personal ignition switch is more subtle and not always so immediate. You will ignite more flashes when you have a clear goal. When you know what you want to achieve, and why, you set your subconscious mind searching. With your goals in place, you can use your skills and habits of observation and asking questions to ignite more ideas.

Step 2 – Capture it. The camera captures the image at the same moment the flash goes off. How often have you had an idea – a flash of brilliance – and lost it almost immediately? Your flashes are of no use (and may become a source of frustration) if you don`t capture them. You must write down your insights and ideas immediately! Your subconscious mind has found an answer and if you don`t get it captured, it could be gone forever. You can use a journal, a post-it, a napkin or whatever. Just get your ideas down – you won`t regret it!

Step 3 – Review it. After you`ve taken a picture you look at it (that`s why you took it in the first place, right?) With digital cameras today you can review your pictures immediately. You can do the same for your ideas. Once you have written them down, you can look at them now AND later. I suggest you do both. Looking at your idea, solution or brilliant flash now helps you lock it into your mind, and lets your mind keep working on it. Looking at it later helps you reflect and determine exactly how you will use this idea, if at all.

Step 4 – Use it. If you decide the picture is good enough, meaningful enough, funny enough or important enough, you share it with others. After all a good picture is defined in part by whether you want to share it. The same is true for your ideas. If they are good enough you need to share them, which really means try it or put it to use.

These four steps will help you get more flashes, and take much better advantage of them when they strike. Whether the idea you find makes a new recipe, a new product, a better weekend or a better workplace, none of them will be of any use if you don`t put them to use. Using this metaphor and these four steps will make a difference in your results!

Remarkable Leaders know creativity and innovation are important to the success of any team or organization. These skills are just a small part of what can be learned as a member of The Remarkable Leadership Learning System – a one skill at a time, one month at a time approach to becoming a more confident and successful leader. Get two complimentary months of that unique system as part of Kevin Eikenberry’s Most Remarkable Free Leadership Gift Ever today at http://MostRemarkableFreeLeadershipGiftEver.com.

About the Author

Kevin is a bestselling author, speaker, trainer, consultant and the Chief Potential Officer of the Kevin Eikenberry Group (http://www.KevinEikenberry.com), a learning consulting company that helps organizations, teams and individuals unleash their leadership potential.

Most self-proclaimed leaders are simply senior managers. There. I said it. I’ve studied leadership at University, I’ve read books. That didn’t help and here’s why: You cannot sell a book, nor teach a University paper, if you can sum up leadership in one or two phrases, so those sources always go on and on about the qualities and attributes of a leader – as if, by somehow emulating those qualities, we can all do it.

Well, we CAN all do it, but not by copying a set of qualities or attributes.

What’s a leader?

Someone with followers.

Hmmm.

Read that carefully. I did not say “subordinates”. Managers have subordinates, and we can get more of them by having someone in our power hierarchy assign them to us. I did not say “employees”. Employers have employees, and all we need to do to get more of those is offer to pay a few more people to work for us.

Sadly, no.

I said “Someone with followers” and that’s what I meant. You know someone is following you when they emulate your behaviour and are loyal to your goals (i.e. an observer would assume, from their behaviour, that your followers have the same goals as you).

So, to be a leader:

• You must exhibit behaviour that you want others to copy (so they can follow your behaviour)
• You must be going somewhere (so they can be loyal to your goals)

.

If you want to be a leader, study “creating followers”. Be someone that people would want to follow. Look behind you… is anyone following you? When it comes to behaviour, people copy only half of everything you do right, but double everything you do wrong. So your personal standard must be at least 4x more approriate for your ethics, standard and goals than the standard you hold your followers to. You must be 4x as attentive to your own behaviours, as you are to theirs.

Where are you going?

Here’s a story my father told me about a seminar he went to on leadership:

The presenter asked the lecture-theatre audience to observe the behaviour of the people in the room who could most help him achieve his goal in the following experiment… then he ran to the front-left corner of the room, jumped up onto the first row of tables (benches? whatever those rows you put your notes on are called), stepped up and over the person sitting there and onto the next row. Making a beeline for the back-right corner, he proceed diagonally up the theatre, stepping on the occassional notepad, balancing himself by placing his hands on people’s heads, never taking his eye of the far corner.

What happened?

As soon as people worked out where he was going, they cleared a path for him. Before he got halfway, the way ahead had opened up and he was able to almost run the final third without incident.

Business leadership is just like that: when you start out in a certain direction, people blunder about in your way, they are unwitting obstacles, they squeel if you accidently stand on them… but once they work out where you are going and what you expect, they quickly clear the way for you. So be clear where you are going and don’t keep changing direction.

Good luck!

James

About the Author

James R Powell is a semi-retired business owner currently living in New Zealand. His online pseudonym is usually jamesviago. James is passionate about travel, Disney and coffee – he is currently working on a website for coffee lovers at http://www.how-do-i-make-coffee.com where you can learn how to make great coffee and what common mistakes to avoid.