William Gladstone and Benjamin Disraeli were two of the fiercest political rivals of the 19th century. Their epic battles for control of the British Empire were marked by intense animosity that spilled over from the public arena into their personal lives. Ambitious, powerful, and politically astute, both men were spirited competitors and masterful politicians.
Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, "When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England."
What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli's charisma gave him an edge over Gladstone.
UNDERSTANDING CHARISMA
Of all leadership attributes, charisma is perhaps the least understood. At first glance, charisma appears to be an invisible energy or magnetism. There's no denying its presence, but it's hard to put a finger on its source. Some mistakenly believe charisma is a birth trait—embedded in certain personalities, but completely absent in others.
I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader's influence. That's why I included it in my book, The 21 Indispensable Qualities of a Leader. In this lesson, I'd like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.
THE QUALITIES OF A CHARISMATIC LEADER
Charisma is defined as, "The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence." Leaders who have this special ability share four things in common:
1) They Love Life
Leaders who attract a following are passionate about life. They are celebrators, not complainers. They're characterized by joy and warmth. They're energetic and radiant in an infectious way.
Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you're skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You'll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.
2) They Value the Potential in People
To become an attractive leader, expect the best from your people. I describe this behavior as "putting a 10 on everyone's head." Leaders see people, not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.
Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, "The greatest good you can do for another is not to share your riches but to reveal to him his own." When you invest in people and lift them toward their potential, they will love you for it.
3) They Give Hope
People have an inner longing to improve their future and their fortunes. Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.
Napoleon Bonaparte once said, "Leaders are dealers in hope." They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.
4) They Share Themselves
Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.
When it comes to charisma, the bottom line is othermindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.
SUMMARY
In closing, charisma has substance. It's not manipulative energy or a magical gift endowed upon select personalities. Rather, it's an attractive blend of learnable qualities.
Furthermore, charisma compounds a leader's influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.
Jumat, Mei 23, 2008
Relationship Corner by DR. Gary Chapman - Unconditional Love
Unconditional love means that we love, and thus seek the best for the other person, regardless of their response to us. This is God’s love, and His challenge to us in marriage. Modern thinking is much more conditional. On the other hand, unconditional love focuses on meeting the needs of the other person. It is the greatest gift you can give your spouse. It is not based on their behavior, but on your desire to love them as Christ loved you.
Making the First Move
In a healthy marriage, we will actually experience unconditional love. Far too many people are waiting for their spouse to make the first move. Someone has got to take the lead. Why not you?
Let me give you a suggestion. Say to your spouse, “I’ve been thinking about our marriage, and I realize that I have loved you conditionally. I think love should do better than that, and I want to make a fresh commitment to our marriage. I am going to ask you to give me one suggestion each week on what I can do to make your life better. Whatever you suggest, I’m going to do my best to do it.”
Choose to Love
That is unconditional love in action. I think you will find that most of your spouse’s suggestions will be perfectly legitimate and very doable. Keep on loving unconditionally. Eventually, they will respond positively and start loving you, or they will run from you because they feel so guilty. Either way, you will feel good about yourself. Unconditional love always wins.
Make a Request
You are choosing to give your spouse unconditional love every week by doing something for them, and are now in a position to make a request of them. Make it small at first. If they do it, you will feel a warm emotion inside. If not, you may feel disappointed. Don’t let this keep you from loving them. When they start responding to your requests, warm emotions build. You are experiencing the emotional warmth of feeling loved. Unconditional love has led to a rebirth of emotional love. It is God’s way of rebuilding a marriage.
Excerpt taken from Five Signs of a Loving Family by Dr. Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
Making the First Move
In a healthy marriage, we will actually experience unconditional love. Far too many people are waiting for their spouse to make the first move. Someone has got to take the lead. Why not you?
Let me give you a suggestion. Say to your spouse, “I’ve been thinking about our marriage, and I realize that I have loved you conditionally. I think love should do better than that, and I want to make a fresh commitment to our marriage. I am going to ask you to give me one suggestion each week on what I can do to make your life better. Whatever you suggest, I’m going to do my best to do it.”
Choose to Love
That is unconditional love in action. I think you will find that most of your spouse’s suggestions will be perfectly legitimate and very doable. Keep on loving unconditionally. Eventually, they will respond positively and start loving you, or they will run from you because they feel so guilty. Either way, you will feel good about yourself. Unconditional love always wins.
Make a Request
You are choosing to give your spouse unconditional love every week by doing something for them, and are now in a position to make a request of them. Make it small at first. If they do it, you will feel a warm emotion inside. If not, you may feel disappointed. Don’t let this keep you from loving them. When they start responding to your requests, warm emotions build. You are experiencing the emotional warmth of feeling loved. Unconditional love has led to a rebirth of emotional love. It is God’s way of rebuilding a marriage.
Excerpt taken from Five Signs of a Loving Family by Dr. Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
Senin, Mei 19, 2008
Relationship Corner by Dr. Gary Chapman - Money and Marriage part 2 of 2
Whose Money?
When you get married, it is no longer, “your money” and “my money,” but rather “our money.” Likewise, it is no longer “my debts” and “your debts,” but rather “our debts.” When you accept each other as a partner, you accept each other’s liabilities as well as each other’s assets.
A full disclosure of assets and liabilities should be made before marriage. It's not wrong to enter marriage with debts, but you ought to know what those debts are and agree on a plan for repayment.
Marriage is two becoming one. Applied to finances, this means that all our resources belong to both of us. One of us may be responsible for paying the bills and balancing the check book, but this should never be used as an excuse for hiding financial matters. Full and open discussions
should precede any financial decision. Marriage is enhanced by agreement in financial matters.
Saving and Investing
“A prudent man foresees the difficulties ahead and prepares for them; the simpleton goes blindly on and suffers the consequences” (Proverbs 22:3). The wise couple plans for difficult times. Financially, this involves saving and investing. Many Christian financial advisors suggest that 10 percent be allotted to savings and investments. The couple who regularly saves a percentage of their income will have not only the reserve funds they need for emergencies, but also the satisfaction that comes from being good stewards.
Buy Now, Pay...Now
The media screams, “buy now, pay later.” What you don't hear is that if you “buy now,” you will pay much more later due to interest rates on credit card debt. The credit card encourages impulse buying, and most of us have more impulses than we can afford to follow.” Why not agree that “What we cannot afford, we will not purchase”? Most of us can live with less, and perhaps live more happily!
The scriptures teach that “Life does not consist in the abundance of the things that we
possess.” Life finds its greatest meaning in relationships. Material things bring momentary pleasure, while relationships last for a lifetime.
Excerpt taken from Dr. Gary Chapman on the Marriage You've Always Wanted. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
When you get married, it is no longer, “your money” and “my money,” but rather “our money.” Likewise, it is no longer “my debts” and “your debts,” but rather “our debts.” When you accept each other as a partner, you accept each other’s liabilities as well as each other’s assets.
A full disclosure of assets and liabilities should be made before marriage. It's not wrong to enter marriage with debts, but you ought to know what those debts are and agree on a plan for repayment.
Marriage is two becoming one. Applied to finances, this means that all our resources belong to both of us. One of us may be responsible for paying the bills and balancing the check book, but this should never be used as an excuse for hiding financial matters. Full and open discussions
should precede any financial decision. Marriage is enhanced by agreement in financial matters.
Saving and Investing
“A prudent man foresees the difficulties ahead and prepares for them; the simpleton goes blindly on and suffers the consequences” (Proverbs 22:3). The wise couple plans for difficult times. Financially, this involves saving and investing. Many Christian financial advisors suggest that 10 percent be allotted to savings and investments. The couple who regularly saves a percentage of their income will have not only the reserve funds they need for emergencies, but also the satisfaction that comes from being good stewards.
Buy Now, Pay...Now
The media screams, “buy now, pay later.” What you don't hear is that if you “buy now,” you will pay much more later due to interest rates on credit card debt. The credit card encourages impulse buying, and most of us have more impulses than we can afford to follow.” Why not agree that “What we cannot afford, we will not purchase”? Most of us can live with less, and perhaps live more happily!
The scriptures teach that “Life does not consist in the abundance of the things that we
possess.” Life finds its greatest meaning in relationships. Material things bring momentary pleasure, while relationships last for a lifetime.
Excerpt taken from Dr. Gary Chapman on the Marriage You've Always Wanted. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
Selasa, Mei 13, 2008
Relationship Corner by Dr. Gary Chapman - Money and Marriage part 1 of 2
An Asset or Liability?
Sometimes it seems as if the more we have, the more we argue about what we have. The poorest of couples in America have abundance compared to the masses of the world’s population. I am convinced that the problem does not lie in the amount of money that a couple possesses, but in their attitude toward money and the manner in which they handle it.
I think a lot of us have a mental “magic sum” that seems to be the benchmark of what would make us happy. We get there and then realize, “No, that’s not quite enough.” Author Jeanette Clift George has said, “The great tragedy in life is not in failing to get what you go after. The great tragedy in life is in getting it and finding out it wasn’t worth the trouble.”
When life focuses on “getting more money,” we have the wrong focus. Our marital relationship and our relationship with God are far more important than how much money we have. Getting our priorities straight is the first step in making money an asset to marriage rather than a liability.
Faithful Stewardship
Are you honoring God by the way you use your money? God cares about how we use what He gives us. In Matthew, the Lord said to the faithful steward, “Well done, good and faithful servant! You have been faithful with a few things; I will put you in charge of many things.”
Financial resources, whether abundant or modest, have tremendous potential for good. Sound planning, buying, saving, investing, and giving are all part of our stewardship. One aspect of faithful stewardship is giving to God through the church and other Christian organizations.
More important than the amount is our attitude toward giving. Christian giving is an act of the will prompted by love to God, not a legalistic duty to be performed for merit. Does what you are giving reflect your love for God? When the two of you decide to honor God in your giving, you have taken a big step toward creating a growing marriage.
Excerpt taken from Dr. Gary Chapman on the Marriage You've Always Wanted. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
Sometimes it seems as if the more we have, the more we argue about what we have. The poorest of couples in America have abundance compared to the masses of the world’s population. I am convinced that the problem does not lie in the amount of money that a couple possesses, but in their attitude toward money and the manner in which they handle it.
I think a lot of us have a mental “magic sum” that seems to be the benchmark of what would make us happy. We get there and then realize, “No, that’s not quite enough.” Author Jeanette Clift George has said, “The great tragedy in life is not in failing to get what you go after. The great tragedy in life is in getting it and finding out it wasn’t worth the trouble.”
When life focuses on “getting more money,” we have the wrong focus. Our marital relationship and our relationship with God are far more important than how much money we have. Getting our priorities straight is the first step in making money an asset to marriage rather than a liability.
Faithful Stewardship
Are you honoring God by the way you use your money? God cares about how we use what He gives us. In Matthew, the Lord said to the faithful steward, “Well done, good and faithful servant! You have been faithful with a few things; I will put you in charge of many things.”
Financial resources, whether abundant or modest, have tremendous potential for good. Sound planning, buying, saving, investing, and giving are all part of our stewardship. One aspect of faithful stewardship is giving to God through the church and other Christian organizations.
More important than the amount is our attitude toward giving. Christian giving is an act of the will prompted by love to God, not a legalistic duty to be performed for merit. Does what you are giving reflect your love for God? When the two of you decide to honor God in your giving, you have taken a big step toward creating a growing marriage.
Excerpt taken from Dr. Gary Chapman on the Marriage You've Always Wanted. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
Rabu, Mei 07, 2008
Salesmanship Corner by Dave Kahle - Why Good Salespeople Often Turn into Mediocre Sales Managers
We've all done it. Promoted a good salesperson, often our best, to sales manager. My files are full of cases where the results were below expectations for everyone involved. Principals and CSOs are often disappointed in the lack of results, and the sales managers are confused and frustrated with the lack of achievement of their teams.
A variation on this theme usually produces even more angst. A good salesperson, without any real management experience, is hired from outside the company to fill a sales manager position. When these decisions go bad, the hurt feelings, negative attitudes and difficult situations which result can be ugly.
Not that this is always the case. Many CSOs and executives rose through the ranks in just this fashion, contributing exceptionally at every stage. But, these cases are generally the exception, not the rule.
The rule is that few good salespeople make good sales managers.
Why is that?
Consider the unique blend of strengths and aptitudes that often mark the character of an exceptional salesperson. Exceptional salespeople often have very high standards for themselves and everyone around them. They are highly focused on the customer, often to the determent of their relationships with their colleagues. It's not unusual for your star salesperson to irritate and frustrate the people in the operational side of the business, with a brusque and demanding attitude. After all, they think, I'm extending myself to take care of my customers, why shouldn't I expect everyone else to do so also?
When they become sales managers, they expect all of their salespeople to be just as hard driving and achievement oriented as they were. Unfortunately the reality is that most of their salespeople don't share the same degree of drive and perfectionism that they had. If they did, they would have been promoted to sales manager.
That means that the sales manager often is frustrated with the performance and attitudes of his charges, and confused as to how to change them.
The exceptional salesperson is often an independent character, who thrives in a climate where he can make his own decisions, determine his own call patterns, and spend time by himself.
Alas, he loses almost all of that when he is promoted to sales manager. He's expected to work a consistent, well defined work week, to spend a certain number of hours in the office, and to fulfill certain administrative functions. The freedom to make his own decisions, to determine his own days, is gone. So, he often struggles with how to adjust to this new work environment and still be productive.
Whereas before he was clearly and independently responsible for his results, now he must achieve his results through other people. Too often, he defaults to a view of his job wherein he becomes the "super salesperson," taking over accounts, projects and sales calls from his less talented charges. This creates frustration on all parts.
The exceptional salesperson has the ability and propensity to see every situation optimistically, overlooking all the obstacles and concentrating on the potential in every account. That is a necessary element to the sales personality. Without it, he couldn't weather all the rejection and frustration inherit in the sales job.
That personality strength that serves him well as a salesperson, is however, a major obstacle to his success as a sales manager. When it comes to hiring a new salesperson, he finds himself viewing every candidate through those same optimistic eyes.
A variation on this theme usually produces even more angst. A good salesperson, without any real management experience, is hired from outside the company to fill a sales manager position. When these decisions go bad, the hurt feelings, negative attitudes and difficult situations which result can be ugly.
Not that this is always the case. Many CSOs and executives rose through the ranks in just this fashion, contributing exceptionally at every stage. But, these cases are generally the exception, not the rule.
The rule is that few good salespeople make good sales managers.
Why is that?
Consider the unique blend of strengths and aptitudes that often mark the character of an exceptional salesperson. Exceptional salespeople often have very high standards for themselves and everyone around them. They are highly focused on the customer, often to the determent of their relationships with their colleagues. It's not unusual for your star salesperson to irritate and frustrate the people in the operational side of the business, with a brusque and demanding attitude. After all, they think, I'm extending myself to take care of my customers, why shouldn't I expect everyone else to do so also?
When they become sales managers, they expect all of their salespeople to be just as hard driving and achievement oriented as they were. Unfortunately the reality is that most of their salespeople don't share the same degree of drive and perfectionism that they had. If they did, they would have been promoted to sales manager.
That means that the sales manager often is frustrated with the performance and attitudes of his charges, and confused as to how to change them.
The exceptional salesperson is often an independent character, who thrives in a climate where he can make his own decisions, determine his own call patterns, and spend time by himself.
Alas, he loses almost all of that when he is promoted to sales manager. He's expected to work a consistent, well defined work week, to spend a certain number of hours in the office, and to fulfill certain administrative functions. The freedom to make his own decisions, to determine his own days, is gone. So, he often struggles with how to adjust to this new work environment and still be productive.
Whereas before he was clearly and independently responsible for his results, now he must achieve his results through other people. Too often, he defaults to a view of his job wherein he becomes the "super salesperson," taking over accounts, projects and sales calls from his less talented charges. This creates frustration on all parts.
The exceptional salesperson has the ability and propensity to see every situation optimistically, overlooking all the obstacles and concentrating on the potential in every account. That is a necessary element to the sales personality. Without it, he couldn't weather all the rejection and frustration inherit in the sales job.
That personality strength that serves him well as a salesperson, is however, a major obstacle to his success as a sales manager. When it comes to hiring a new salesperson, he finds himself viewing every candidate through those same optimistic eyes.
Leadership Corner by Dr. John C. Maxwell - First Place Is Not An Easy Place To Stay
Of the original Fortune 500 companies listed in 1955, only 71 remain on the list today. Companies once deemed indestructible have fallen by the wayside. Corporate titans of enormous influence have completely disappeared in the span of a few decades. Staying power has been rare atop the Fortune 500. Instead, the list has undergone a steady turnover from year to year. Reaching the top is a monumental achievement, but remaining there may be the most spectacular feat of all.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
Minggu, Mei 04, 2008
Leadership Corner by Dr. John C. Maxwell - The Challenge of Change
The history of Henry Ford and the Model T illustrates a fundamental truth about leadership: leaders never outgrow the need to change.
On his way to dominating the automotive market with the Model T, Henry Ford embodied innovation and progress. By pioneering the assembly line, Ford slashed the amount of time needed to manufacture an automobile. He installed large conveyor belts in his factory, allowing workers to stay in one place rather than roaming around the factory floor. He also shortened the workday of his employees from nine hours to eight hours so that his factories could operate around the clock.
The efficiencies Ford introduced allowed cars to be manufactured at a fraction of their previous costs. In under a decade, automobiles went from being luxuries affordable only to the wealthiest Americans, to being standard possessions of the average American family. Ford profited handily from the popularity of the Model T, and Ford Motor Company grew into an empire.
However, the dominance of Ford Motor Company was short-lived. As competitors changed their operations to copy Ford's concepts mass production, Henry Ford made a tremendous leadership blunder. With cars rolling off assembly lines like never before, consumers began to demand a variety of colors. However, Ford stubbornly refused, uttering the famous line, "The customer can have any color he wants so long as it's black."
In Ford's mind, producing multiple colors was foolhardy since black paint dried the fastest and could be used most efficiently. Amazingly, Ford did not comprehend the human preference for variety. Customers flocked en masse to other producers who catered to their color preferences, and Ford Motor Company never regained its grip on the market.
For so long, Henry Ford had focused on moving from inefficiency to efficiency that he refused to move in the opposite direction - from efficiency to inefficiency - even when doing so would have been wise and profitable. Ford's genius in sparking change had catapulted him to the pinnacle of American commerce, but later, his inability to change cost him dearly.
In this edition of Leadership Wired, I'd like to overview the central challenges faced by leaders when they try to make changes in their lives. In doing so, I have drawn upon the wisdom of my friend, Sam Chand, author of the book LADDERShifts, and a prominent thinker in the field of leadership and change.
Issues That Make Change A Challenge
Critics
Along the journey of leadership, you'll meet all sorts of people, and I guarantee you'll bump into a few critics. Early in my career, I didn't know how to handle disapproval, and I bent over backward to keep everyone happy. In spite of my best efforts, I failed. Some of my people still didn't like me.
Trying to appease everybody invites trouble. Appeasers end up being average because they always gravitate to the middle of the road. They're afraid to make waves, and therefore, they avoid changes. My leadership began to take flight when I allowed myself to press people to change - whether they thanked me or cursed me.
People You Have Outgrown
As we climb the levels of leadership, we come to the sad realization that most people aren't committed to personal growth. Friends who once shared our dreams begin to settle for second best. Members of our inner circle quit when the journey gets hard. If we are to change ourselves for the better, then we need to change the company we keep.
Eventually, we must change our relationships by disengaging from the people we've outgrown. Disassociating from colleagues can be especially painful given your history together, the contributions they have made in your life, and your personal feelings toward them. Disengaging is painful because you care about them. It's painful because they may not understand why you've drifted away from them. It's painful all the way around, but remember, unless you are willing to endure these pains, your own growth as a leader will be limited. Leaders only grow to the threshold of their pain.
The Weight of Responsibility
When we're young, leadership has an idealistic appeal. We yearn to be in charge and out front, making the decisions. However, the reality of leadership involves the heavy burden of responsibility. Missteps by a leader can affect people's livelihoods or an organization's sustainability. The fear of getting it wrong can paralyze a leader.
If we, as leaders, want to make significant changes to increase our impact, then we must be willing to shoulder progressively greater loads. Although added responsibility gives us a greater opportunity to exercise leadership, it also magnifies the consequences of our mistakes. To be a change agent, a leader must be willing to take ownership of key projects and pivotal decisions.
Personal Inadequacies
As we grow in our leadership, we advance into uncharted territory - areas beyond our comfort zones. Such occasions give us growing pains by confronting us with our inadequacies. Our wisdom fails to solve a problem, or we stumble into a situation requiring more wisdom than we possess.
Facing our limitations can be daunting. At times, we'd rather stick to familiar roads than blaze a new trail and risk failure. Ultimately, pushing our personal boundaries is the surest way to grow, improve, and expand the scope of our influence.
Review
Issues That Make Change A Challenge:
On his way to dominating the automotive market with the Model T, Henry Ford embodied innovation and progress. By pioneering the assembly line, Ford slashed the amount of time needed to manufacture an automobile. He installed large conveyor belts in his factory, allowing workers to stay in one place rather than roaming around the factory floor. He also shortened the workday of his employees from nine hours to eight hours so that his factories could operate around the clock.
The efficiencies Ford introduced allowed cars to be manufactured at a fraction of their previous costs. In under a decade, automobiles went from being luxuries affordable only to the wealthiest Americans, to being standard possessions of the average American family. Ford profited handily from the popularity of the Model T, and Ford Motor Company grew into an empire.
However, the dominance of Ford Motor Company was short-lived. As competitors changed their operations to copy Ford's concepts mass production, Henry Ford made a tremendous leadership blunder. With cars rolling off assembly lines like never before, consumers began to demand a variety of colors. However, Ford stubbornly refused, uttering the famous line, "The customer can have any color he wants so long as it's black."
In Ford's mind, producing multiple colors was foolhardy since black paint dried the fastest and could be used most efficiently. Amazingly, Ford did not comprehend the human preference for variety. Customers flocked en masse to other producers who catered to their color preferences, and Ford Motor Company never regained its grip on the market.
For so long, Henry Ford had focused on moving from inefficiency to efficiency that he refused to move in the opposite direction - from efficiency to inefficiency - even when doing so would have been wise and profitable. Ford's genius in sparking change had catapulted him to the pinnacle of American commerce, but later, his inability to change cost him dearly.
In this edition of Leadership Wired, I'd like to overview the central challenges faced by leaders when they try to make changes in their lives. In doing so, I have drawn upon the wisdom of my friend, Sam Chand, author of the book LADDERShifts, and a prominent thinker in the field of leadership and change.
Issues That Make Change A Challenge
Critics
Along the journey of leadership, you'll meet all sorts of people, and I guarantee you'll bump into a few critics. Early in my career, I didn't know how to handle disapproval, and I bent over backward to keep everyone happy. In spite of my best efforts, I failed. Some of my people still didn't like me.
Trying to appease everybody invites trouble. Appeasers end up being average because they always gravitate to the middle of the road. They're afraid to make waves, and therefore, they avoid changes. My leadership began to take flight when I allowed myself to press people to change - whether they thanked me or cursed me.
People You Have Outgrown
As we climb the levels of leadership, we come to the sad realization that most people aren't committed to personal growth. Friends who once shared our dreams begin to settle for second best. Members of our inner circle quit when the journey gets hard. If we are to change ourselves for the better, then we need to change the company we keep.
Eventually, we must change our relationships by disengaging from the people we've outgrown. Disassociating from colleagues can be especially painful given your history together, the contributions they have made in your life, and your personal feelings toward them. Disengaging is painful because you care about them. It's painful because they may not understand why you've drifted away from them. It's painful all the way around, but remember, unless you are willing to endure these pains, your own growth as a leader will be limited. Leaders only grow to the threshold of their pain.
The Weight of Responsibility
When we're young, leadership has an idealistic appeal. We yearn to be in charge and out front, making the decisions. However, the reality of leadership involves the heavy burden of responsibility. Missteps by a leader can affect people's livelihoods or an organization's sustainability. The fear of getting it wrong can paralyze a leader.
If we, as leaders, want to make significant changes to increase our impact, then we must be willing to shoulder progressively greater loads. Although added responsibility gives us a greater opportunity to exercise leadership, it also magnifies the consequences of our mistakes. To be a change agent, a leader must be willing to take ownership of key projects and pivotal decisions.
Personal Inadequacies
As we grow in our leadership, we advance into uncharted territory - areas beyond our comfort zones. Such occasions give us growing pains by confronting us with our inadequacies. Our wisdom fails to solve a problem, or we stumble into a situation requiring more wisdom than we possess.
Facing our limitations can be daunting. At times, we'd rather stick to familiar roads than blaze a new trail and risk failure. Ultimately, pushing our personal boundaries is the surest way to grow, improve, and expand the scope of our influence.
Review
Issues That Make Change A Challenge:
- Critics
- People We've Outgrown
- The Weight of Responsibility
- Personal Inadequacies
Relationship Corner by DR. Gary Chapman - Discovering Your Love Language
Do you really feel loved by your spouse? Does your spouse feel loved by you? If not, then perhaps it is because you've never learned to speak each others' primary love language. There are only five, and each of us has one that speaks to us more deeply than the others. What are these five love languages and how do you discover your primary language? Which of these makes you feel most loved?
Words of affirmation - using words that express appreciation.
Quality time - giving the person your undivided attention.
Receiving Gifts - a gift says, “They were thinking of me.”
Acts of Service - doing something that you know the person would like for you to do.
Physical touch - tender, loving touch.
What Hurts?
What makes you feel most loved by your spouse? What do you desire above all else? If the answer to these questions does not leap to your mind, perhaps it will help to look at the negative use of the love languages. What does your spouse do or say that hurts you deeply? If your deepest pain is the critical words of your spouse, then perhaps your love language is 'Words of Affirmation.'
What Do I Request?
Another approach to discovering your primary love language is to ask, “What have I most often requested of my spouse?” One wife said, “When I asked that question, my love language became obvious. I have requested 'Quality Time'. Over and over again, I have asked him if we could take a walk together, or just turn the TV off for one hour and talk. I have felt neglected and unloved because seldom did he ever respond to my request.”
Keep Learning!
What do I complain about the most? What do I request most often? How do I normally show my love to others? Answer these three questions and you will know your love language. Turn them around and you can discover the love language of your spouse.
One of our deepest desires is to feel that we are genuinely loved by our spouse. The key to meeting each others' need for love is to learn what really makes the other person feel loved, and do it regularly. If you don’t speak each others' primary love language, you may be sincere in speaking the others, but your spouse will not feel loved. Review the five love languages listed above.
Excerpt taken from The Five Love Languages: How to Express Heartfelt Commitment to Your Mate by Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
submitted by
Anton Karya
SalesForce Motivator
http://www.antonkarya.co.cc
0818922388 / 021-32122188
Words of affirmation - using words that express appreciation.
Quality time - giving the person your undivided attention.
Receiving Gifts - a gift says, “They were thinking of me.”
Acts of Service - doing something that you know the person would like for you to do.
Physical touch - tender, loving touch.
What Hurts?
What makes you feel most loved by your spouse? What do you desire above all else? If the answer to these questions does not leap to your mind, perhaps it will help to look at the negative use of the love languages. What does your spouse do or say that hurts you deeply? If your deepest pain is the critical words of your spouse, then perhaps your love language is 'Words of Affirmation.'
What Do I Request?
Another approach to discovering your primary love language is to ask, “What have I most often requested of my spouse?” One wife said, “When I asked that question, my love language became obvious. I have requested 'Quality Time'. Over and over again, I have asked him if we could take a walk together, or just turn the TV off for one hour and talk. I have felt neglected and unloved because seldom did he ever respond to my request.”
Keep Learning!
What do I complain about the most? What do I request most often? How do I normally show my love to others? Answer these three questions and you will know your love language. Turn them around and you can discover the love language of your spouse.
One of our deepest desires is to feel that we are genuinely loved by our spouse. The key to meeting each others' need for love is to learn what really makes the other person feel loved, and do it regularly. If you don’t speak each others' primary love language, you may be sincere in speaking the others, but your spouse will not feel loved. Review the five love languages listed above.
Excerpt taken from The Five Love Languages: How to Express Heartfelt Commitment to Your Mate by Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.
submitted by
Anton Karya
SalesForce Motivator
http://www.antonkarya.co.cc
0818922388 / 021-32122188
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