Leadership Model

There isn’t much doubt that most effective high impact leaders are driven by a model. This is true even when that effective leader doesn’t take the time to define his personal unique model. A model is a tool that leaders use to predict future outcomes of current decisions; a tool that not only enhances personal creativity but encourages creativity in the minds of their employees. An executive’s model is built from the sum of their experiences, knowledge, deeds and, in fact, many of their mistakes. Best practice alone will not get the job done. Effective model driven leadership utilizing best practice is a combination that is an absolute must. Different leaders create their models through different approaches. Each model is unique to the individual but the following three examples explain the platform that models are built on.

The Competitive Desire Model

Some leaders strongly shape their model by working in every aspect of the business and also from learning the business from the ground up. They always carry a strong desire to compete and win. The Leaders competitive instincts are generally tempered by personal humility and respect for the individual managers on his team. Listening skills and genuine interest in what is right for the business are key tools in building a consensus. Belief in the employees is a guiding principle in leadership style. This same approach is used with both suppliers and customers to find the innovative win-win solution. Make no mistake; this approach is very different than typical negotiation approaches used in many wholesaler-distributors.

It becomes a discipline. This discipline circumvents growth mistakes so common in the industry. The other implication of this model is providing significant autonomy to the executive team. The leader makes sure the executive team has a detailed and shared vision of the business objectives and goals. He believes his role as chief executive is to provide the shared vision and make sure that it is clear and also current.

The Elegant, Powerful Win-Win Innovation & Creativity Model

Another variation of the servant style of leadership models is the elegant, powerful, and simple model. This model starts with an open and clear balance between the various stakeholders whether they are customer/owners, employees, or suppliers. It is a truly win-win model without the destructive negotiation experienced by many other distributors. Using this foundation and a long established set of core corporate values and best practice the leader consistently reminds each stakeholder group of the key messages while continually focusing the organization on innovation and creativity. Innovation becomes a key strategic initiative for growth. It is exciting to see the accumulated economic power that canbe developed by a constantly evolving innovative business model and effective leadership combined with best practice utilization.

The Strategic Shift Model

A third example of leadership modeling is about managing a strategic shift from being a traditional box-moving wholesaler with limited growth prospects to a logistics powerhouse that provides significant value in the supply chain.

Strategy is said to be obvious once you’ve had it explained. It is also said that customers don’t see strategy, they only see execution. This model like the other examples platform a strong sense of curiosity about other companies and how to apply lessons learned in their own organizations. The answers needed for major change and organizational renewal lie outside the enterprise and effective leaders using this model are able to take prior “lessons learned” and bench marking to generate success.

Over ninety percent of the reasons companies fail can be traced to ineffective leadership. It’s not because of the economy and it is not because of the competition. It is a failure to learn. Effective leadership will overcome these obstacles, and they’ll be looking down the road at what needs to be done to grow the current model once the model is no longer ‘grow-able. Attention is paid to the lessons learned.

What is a High Impact Leader?

High impact leaders, regardless of their personal model demonstrate a curiosity that can not be satisfied without personal examination of what exactly were the causes of any failure to meet expectations. Non-performance is just not acceptable. Leadership is a key in every instance to creating an attitude, structuring an environment and developing employees as the very essence of success. Although individual leadership models differ in some specific approaches the common thread that links every model together is respect for the individual employee and the willingness and ability to listen with an understanding that embellishes their own leadership contribution to the organization. Best practices are a part of every successful leadership model but best practice alone will not create the level of success demonstrated by the high impact upper quartile performers. Effective leaders create a culture where employees can express themselves and fight for what is right; employees become responsibly fanatical about aligning their resources to add value to the customer and the company. That’s what high impact leadership is all about.

Author:  Dr Eric Johnson – http://www.ceostrategist.com

Leadership Vision

“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth.“ John F Kennedy, Former American President.

President Kennedy’s landmark vision “Landing on the Moon” When President, Kennedy quoted the above in the year 1961, he surely believed that his nation should commit itself to achieve the goal, by the end of the decade; America would be able to land a man on the Moon and return him safely to the Earth. That statement and plan would only come from a visionary and great leader. And it exemplifies the type of leadership we expect from such great leaders. We want the leaders to motivate by setting unthinkably high aspirations; even though there may be tremendous uncertainties we should face in the future to attain the goal. Now we know that Kennedy’s visionary statement became a reality and the man landed on the moon and came back to earth unharmed, without such a vision, such a landmark goal should not have been a reality. His vision was bold that it should be done at any cost.

What is a Vision Statement? Before deciding whether we need a vision statement, we first of all to know what this vision statement is?. A vision is a statement written or unwritten statement, which is just like our ambition to become, say what we will become after 5 years. A leadership vision should stretch an individual’s capabilities and image of himself. It gives shape and direction to our future. Our personal vision statement provides the direction necessary to guide the course of our days and the choices we make about our future. Our personal vision statement is a torch shining in the darkness to illuminate our way. Now we understood about the vision statement, now write our personal vision statement as a first step in focusing our life – for our joy, our accomplishments, our contribution, our glory, and for our legacy.

One of the qualities that a person must have is the ability to envision the future. Vision might seem an exalted ambition compared with the harsh realities of the future. But without vision, growth and achieving goals becomes difficult. Vision helps simplify the decision-making process, as organizations need to make hundreds of decisions per day to simple stay afloat in this environment. Without a view of the big picture for the future, making even a small decision can appear as a mountain to be climbed.

Visions range in length from a couple of words to several pages, but normally people prefer shorter vision statements because they can remember their shorter visions. Our unit has a vision too; To be the most preferred supplier of quality product in category to result in sales revenue of more than Rs.1000 crore by FY 2010 .

Here there are two examples of vision statements, one is for an individual and another is for the purposes of organizational leadership;

•“In 2010, I will be a head of a profit center in an organization of good repute in India” (Individual) •”We will become a recognized and respected hotel chain in Asia in 3 years.” (Organization)

How we can prepare vision statement:

1. First identify the goals.

2. Uncover the real, human value in those goals.

3. Identify what you value most about you, your goals how and how you will achieve your goals.

4. Combine your values & goals and polish the words until you have a vision statement inspiring yourselves enough to energize and motivate you.

To build a vision of the future requires a lot of time and effort and successful people are those who can strike a balance between both, combining vision and execution. Vision is painting a picture of tomorrow’s world before you. It is about imagining a future day in your life? With the values and goals, which you are making and keeping in mind for the changing competitive environment of future. It is about thinking through painstaking and crafting come out with productive solutions. To build a vision of the future, one needs to come at it from various angles, because technology and competition do not stand still.

Why is vision so important? If an individual is in the initial stages of his career, it cannot compete and win over others; however it can think of it in long term, as at present the others have a far better edge over you. The individual needs to envision the future advantages and disadvantages that will come and build a leadership vision based on that situation. It may take time for these opportunities to manifest. The person needs enough resources and patience for the coming years to face the uncertainties. It is not easy because today’s pressures and deadlines will tend to take precedence. Organizations have to make sure vision is not sacrificed considering the present circumstances.

To be effective, a vision must motivate people. President Kennedy’s vision to let land the first man on the moon by the end of the 1960′s and it is one of the most famous examples of effective leadership vision. To motivate people, a vision might be expressed in arousing tones. The leadership vision to first land the first human on the moon would have been motivational to the engineers and scientists who made it happen no matter how the vision was expressed. It was motivational for two reasons: it gave them a very concrete, time-bounded target and it was an exciting challenge for the people associated with the project, that is too with the support of the most powerful man on the land.

If you own a car rental company, creating a motivational vision would be harder. It is very difficult to know how much you have to do to improve the customer service at lower costs. You have no idea what the customers expect from you, meaning you have to put in lots of effort such as conducting a surveys and evaluations, what the competitors are doing for their customers. If you are already in the top 3 in this industry, you have also to know how much higher can you go? In that case, the most motivational vision for such a business might be to make it to number one over the next 3 years. If your vision is not time-related, it is very difficult to get excited about it, mainly because there is no sense of urgency to do anything new, but your vision must be having the mettle that your company will be No.1 in 5 years, but this needs a lot of bravery, since just preparing a vision statement is not enough, you have to the daringness to go ahead with your vision statement and to achieve your goals within the time period, you decided for yourself.

It is said that visionary leadership motivates staff to overcome tough challenges and to achieve goals, however for this we need to decide whether we really need a vision. We are often told that vision is an essential feature of great leader, then in that context, we also need a vision to execute our plans well for achieving our personal goals and to become successful.

Our personal success depends on how well we define and live by the vision we prepared for ourselves.

Does Age Affect Your Leadership Potential?

Aging is a process that we must all navigate through in life. Even though its the only challenge that we must all face – it often feels like a terribly personal one, and is often a challenge that we face alone. As we grow older, our leadership skills change, but do they improve or worsen?

How getting older reduces our leadership skills.

Firstly I shall look at the side of the debate that puts forward the notion that as we grow older, our ability to lead others actually deteriorates. I investigate possible reasons below.

1. Our control over children deteriorates as we are seen as out-of-touch

2. Our authority in public becomes questioned for the first time, as issues of our cognitive ability and other physical consequences start to affect the perceived quality of our judgement.

3. As memory starts to slowly deteriorate, we become less on the ball and may fall behind in fast moving areas of life, resulting in us not being seen as a leader.

How aging increases our leadership skills.

1. Our age makes us automatically seem experienced and wise in the workplace. We have a better understanding of what can go wrong, and how plans can fall apart – so our guidance is appreciated by those who are attempting a project for the first time.

2. Our appearance causes others to take us seriously. While youthful individuals may have all the energy in the world, they struggle getting places because people simply don’t have the faith in them. Older people receive respect that reduces this risk.

3. Long-standing relationships with others mean that we have far more influence over these people than young strangers could ever have, (when taking love out of the equation anyway!).

4. Knowing thoroughly how the world works, and having experience in so many parts of life means that we become more confident as we age, and in many cases become tougher as a result of life’s toils. It’s a statistical fact that older people are more likely to fight back against muggers than young people are. I think this demonstrates more clearly than anything else – that older people have a great spirit that potential ‘followers’ see in them too.

5. As life starts to slow down, we are able to see the big picture of life. For teenagers, life all too often is simply about getting through school as fast as possible and drinking as much as they can. It’s fast paced and many individuals lose sight of what matters in life. With this perspective in mind, older people have a greater ability of appealing to the good side of people, and often take the time to do nice things that wins colleagues and subordinate’s respect.

I hope these thoughts help you make your own mind up about whether Leadership is something that comes naturally with age or not, and whether older people actually have an advantage over younger individuals when it comes to having leadership potential. In my opinion, it does. And this gives me just another reason to smile on my birthday. Add your thoughts below by leaving a comment!

100+ Brilliant Ways To Motivate Staff In A Recession

As times are getting harder, managers have been re-evaluating how they motivate their workforce. At Leadership Expert, we’ve put together this comphrehensive collection of motivation tips & tricks to help managers increase their employee’s productivity in this tough economic climate. Most of the tips don’t involve spending a penny, and the ones that do will create far more value than you spent, meaning they’re perfect to use during a recession.

One final point to make before we embark on this list, is that you should consider this a ‘sweet shop’ of motivation tips, i.e. you should only pick a few and certainly not attempt to implement them all. There’s nothing worse than being sandblasted by motivational techniques.

Policy

1. One-on-One coaching - People appreciate learning directly from their senior on an individual basis. It helps them remember what they learn, and ask any questions they wish to help form a deep understanding of their work.

2. Training - In general, training is one of the most empowering tools a company can offer it’s employees. Subsquently all large companies invest heavily in training and enjoy the long term payoff.

3. Clear Career Path – Staff are better motivated when they can see where they should be in 3 years time if they work hard. The more barriers between them and promotion that cannot be solved by hard work will only demotivate.

4. Safe Work Environment – Maslow theorised that safety is one of the fundemental pillars of motivation, and that a safe work environment is necessary for all other motivating factors (such as self esteem) to start having a positive effect.

5. Executive Recognition - A congratulatory conference call from the CEO or visit from the finance director will do well to swell the chests of your workforce with pride and admiration for their work.

6. Time off - Motivated employees will not gladly take time off, however a generous time-off system needs to be in place to create motivated employees. Staff are likely to work harder and longer with the safety and knowledge that should they need time off due to stress, they could take it.

7. Encourage employees to praise good work of their fellow colleagues – Build a feedback procedure whereby collegues regularly pass comment on each others work, or team mates share their opinions after completing a major task. Feedback such as this helps reduce infighting and will give many people tips on how to improve their work.

8. Be sympathetic to personal problems – Offer generous time off for those who suffer bereavement. In most cases it won’t be taken, but the gesture will improve relations between managers and staff.

9. Keep your door open – An open office encourages the open share of ideas. You want to remove any barriers to communication, and a closed door certainly constitutes a barrier.

10. Allow flexible working hours - Allowing employees to manage their own time so they can participate in outside work-related activities won’t make their hours shorter. Employees who would take time off to see their child’s sports day will likely ‘pay back’ the favour by working longer hours afterwards.

11.  Have annual or quarterly reviews – These are where an employee goes through some targets and review points with another member of staff who is not directly above them, and is more of a guidance counsellor than a boss.This will allow them to discuss important long term career topics that will feed their desire to work.

12. Let your employees choose their own lunch break- Unless your company happens to be a food outlet, it really doesn’t matter whether your employee takes their lunch at 11:30 or 2pm, so don’t attempt to force them to stick to a routine.

13. Forward information to staff after management meetings - A quick debriefing will increase their sense of involvement.

14. Rotate job roles – More appropriate for manufaturing, the rotation of job roles has been proven many times to increase employee productivity, despite the decrease in specialisation. This technique can be applied to any low to medium skilled jobs with a powerful effect. Multi-skilled workers also make life easier for your HR department.

15. Provide quarterly updates on relevant business and customer issues – many members of staff aspire to be senior management in the future, and will thrive on being kept in the loop when it comes to high-level business infomation.

16. Give an incentive to get employees to work earlier in the morning - I’ve learnt from experience that if a salary-based employee gets to work an hour earlier, it is likely they will work until their usual finishing time.

17. Support charity work within the company – Donate 1 or 2 days of charity work per year to good causes. This will help your business get into the local media and make staff feel like they’re a part of a responsible company.

18. Address the environment issue – While we’re on the subject of responsibility, it’s worth noting that employees prefer working for a company with green credentials, so setting a carbon reduction/ energy efficiency/ recycling intiative will help enthuse the workforce.

19. Give your employees choice over their uniform – Often a business casual work dress code makes employees feel more independent than full suit and tie – which is often not necessary in an office environment.

20. Obey confidentiality – A manager who pretends to care about his employees but simply laughs and bitches about them behind their back will loose all respect and credibility extremely quickly.

Freebies

21. Offer stress management/counselling services – These services are easy to outsource and admitedly are very rarely used. But the availability of such a service increases moral without costing you a penny.

22. Use gimmicks -  Give out novetly ‘trophy’ style items for exceptional work. For example, give a LP record for an employee breaking a record.

23. Bring in sweets to share out on random days – This is a cheap technique that will improve the relationship between management and the workforce.

24. Give out tickets to cultured events such as theatres and music shows.

25. Send a company T-shirt or hat to the employee’s child(ren).

26. Walk around with free lunch coupons -  Hand out on the spot.

27. Give workers a surprise for their work area - A desk organizer, a picture or poster, a new mouse pad even. Any new gift will be an interesting novelty.

28. Give a subscription to a work-related periodical - This is an interesting gift that shows your commitment to their professional development.

29. Buy lottery tickets or scratch cards for people on an irregular basis.

30. Hand out classic self help literature and excellant leadership books – Hand these out to entire departments at a time, or they may feel that you’re indirectly critisising them. Success literature can really inspire employees to work harder – but be wary of the core message of the book. Many of these books encourage workers to quit their 9-5 jobs.

Behaviour

31. Give recognition – Every worker wishes wants to be ‘known’ by those above them, so talk about your workers to your managing collegues and ensure that none of your subordinates go un-noticed.

32. Give Attention – To be distinguished from recognition. Recognition is the long term awareness that boosts self esteem, whereas attention is a short term devotion of time that will keep employees on task and able to voice concerns as early as possible.

33. Applause - Because sometimes words just aren’t enough.

34. Always carry a smile – I once knew a senior manager who famously was never seen with a negative expression on his face. This sort of reputation really inspired subordinates such as myself, and completely stands again the cynicism and sarcasm that exist in workplaces across the country.

35. ‘Manage by wandering around’ – Rather than calling employees to your office, go and visit them yourself. This is a sign of respect and reduces the interuptive impact you have on your team.

36. Listening to employee efficiency suggestions – And more importantly you should be acting on as many as possible, even the petty suggestions. This way you build up credibility in the system, leading to more important, significant proposals to be put forward in the future.

37. Lead by example and follow through with what you say. Just as following through with suggestion box comments you build credibility in the system, if you follow through with your own promises, you build credibility in the system of management as a whole.

38. Ask! - Ask the employees what they want from you.

39. Listen! – Listen to what employees have to say about YOU and what you can personally improve upon.

40. Add a personal touch by going out of your way to inconvenience yourself to please a member of staff. Just the occasional gesture in a busy period can be enough to remove that employees doubt over whether you have their best interests at heart.

41. Understand employee behaviour - Often a negative attitiude or behaviour is a direct response to bad controls/procedures that you can correct or change.

42. Write thankyou notes fairly regularly – These notes only take a second, and will float around for a long time, making the employee feel proud.

43. Actively make a point to speak to every member of staff each day. This doesn’t need to be a major catch up, but just enough so that you’re maintaining a good working relationship, and they would feel comfortable in coming to you when they’re struggling.

44. Ask employees “What can I do to help you with your job?”. You may surprised at the responses and ideas you get in return. A little help like this can sometimes be more effect than formal leadership coaching or leadership training.

45. Get your hands dirty with your staff -  Learn about the good and bad aspects of their day to day work. Only through understanding what their day actually entails will you be able to see what would motivate and enthuse this person to work more effectively.

46. Show the courage to let your employees learn from their mistakes - Don’t jump on their error and shout at them, as they will already feel embarassed enough. Managers often destroy many hours of work building up trust and enthusiasm by loosing control and shouting at workers when things go badly. Nothing destroys intrinsic motivation quite as quickly as raving tyrant.

47. Show great confidence in relying on subordinates expertise in areas that you have none – Trusting in the skills of others is a sign of a great leader. It will improve the confidence of others as well as take some weight and responsibility off your shoulders.

48. Stand behind your employees and back their decisions -  Similar to relying on a subordinates’ expertise, this will improve their view of their own skills, and benefit you in the long run.

49. If you have many employees with the same job title, give them a list of the tasks that need doing and let them divide the work up among themselves. It reduces the feeling of ‘meddling manegement’ and allows for more efficient work allocation - as people are more likely to take on jobs that they’re personally good at.

50. Don’t be a pushover -  While nearly every employee would love to have a soft manager, they would also admit that it is because they would do less work. Be clear with orders and don’t allow yourself to be fobbed off with excuses.

Financial Incentives

51. Arrange discounts for them at local stores to increase loyalty

52. Offer rewards for great ideas. If it saves money or brings in business, give the employee a percentage of the savings or profit. – entreprenial atttiude.

53. Send $10, $25 or more to a spouse with a thank-you note for his or her support during the employee’s overtime.

54. Pay an employees rent for a month - This will take the weight of their shoulders more than a simple cheque would. Give your employee piece of mind.

55. Pay for the tutoring of an employee’s child - This is a generous ‘donation’ that will really help establish true loyalty and admiration for the company.

56. Give employees who recruit new workers a cash bonus.

57. Sponsor membership in a professional group for your employee.

58. Surprise your staff with a new challenge out of the blue – Give your employees 2 weeks to increase their sales by 15% for a 5% salary bonus reward and watch how they suddenly start looking at their work in a whole different way.

59. Move your staff onto more heavy commission based salaries – This brings employees personal goals in line with those of a sales department. A word of warning – make sure the variable upon which the commission is based is what you truely want. Because staff will often chase that commission at the expense of others goals such as customer satisfaction and quality of service.

60. Give out gift vouchers as a way of rewarding individuals for a good job on a specific task – Amounts of £50 are respectable but won’t break the bank. You can reserve these for when staff members have demonstrated working by company’s values, or have shown hard work.

61. Give generous staff discounts on products - This is a rather standard perk in the modern day, but its effect on employee morale must not be forgotten.

Activities

62. Pizza/Popcorn/Cookie Days - These really put a smile on alot of employees faces. Just hope that few people are on strict diets at the time!

63. External Seminars - These can be attended by individuals, teams or whole departments if they’r relevant. Trips to seminars, events and conferences can be a welcome break from work for staff, while actually still building their skills and adding value to the company.

64. Dress-down Days – Again, another motivational tool that has become a standard in all companies large and small. And why are they popular? Because it really does improve morale!

65. Leadership Teasers - Give employees a glimpse at what it is like to run a team, lead a division or speak in public. These positive ‘taster’ leadership sessions will really get them hooked onto their career track and really kick start leadership development.

66. Share letters of praise from customers with the member(s) of staff involved - A kind word from a customer not only gives effective feedback on the service at your organisation, but it also warms the hearts and motivates the staff who read the mark of appreciation. These are so effective that I would suggest you contact customers to ask for feedback.

67.  Have a family day - Perhaps on the last day before a public holiday, you could arrange for staff to bring their children to work. As well as lightening the atmosphere of the workplace, it also helps create harmony and understanding between workers, as they come to understand more about each other and what they’re like as a family person.

68. Go to lunch with each one of your employees on a quarterly basis – Ask the question, “What do we need to do to keep you with us?”

69. Invite employees to your home for a special event - This gives you the opportunity to recognise them in front of their spouses and co-workers. Obviously only suitable for small businesses or departments, this activity is a rare but powerful one.

70. Let them attend a meeting in your place – As well as giving temporary empowerment to your staff, letting them sit in or replace you in a meeting also will increase their understanding of what pressures you are under and what you need from them.

71. Let them “sit-in” with an upper level person for part of a day – Similar to the leadership taster, this shadowing of senior management is more appropriate for junior members of staff. Middle management may feel uneasy about taking a perceived  ‘step back’ into the activity of shadowing.

72. Involve them in a special project that allows for company exposure and visibility. Such as being written about in the news. All too often – these sorts of tasks are handled by only a couple of individuals who become desensitised to the novelty of being publically recognised. By rotating these sort of tasks round a larger number of employees, you are efficiently maximising the motivation gained from such a job position.

73. Let your employees craft the mission statement – More and more managers are discovering how effective this is as a motivational tool. It’s most powerful when absolutely every employee contributes torwards it’s creation. Without proper employee involvement – mission statements are simply empty rhetorical ‘wish lists’ of values and objectives put forward by the CEO.

74. Minature golf and other fun indoor activities - Fun golf courses, bowling alleys, Scalextric tacks and casino tables can be affordably hired in a recession as businesses cut back on novelty client entertainment and expenses. You can use this to your advantage by hiring such fun equipment to become the centrepiece of a project-end event. Having something fun to look forward to at the end of each major project will have a motivational effect.

75. Team building days out – In a similar fashion, outdoor activity courses and events can also be used to keep your staff happy and promote good team leadership.

76. Hand out awards - Prizes for awards such as ‘best team player’, ‘best attitude’ etc should be also accompanied by humourous ‘caffeine addict’, ‘chief photocopier person’ and other quirky awards.

77. Run short term target-based competitions between staff for freebies or bonuses. But ensure a level playing field or you’ll only create frustration and conflict!

78. Take your employees to the cinema. Cinemas offer cheap corporate deals and will cater well for your employees. Picking the right film is tricky though!

79. Promote the creation of company sports teams – These will help build ties across departments. Encourage recruitment from all areas, rather than simply being teams of  cliques.

Other

80. Develop a Wall of Fame to share letters of praise and similar with everyone in the office – Put it near the photocopier for maximum exposure.

81.  Create personalised rewards – everyone values different types of rewards more than others. Some workers prefer time off, others prefer cash, so ask people which they’d prefer before setting up any bonus or reward scheme.

82. Additional Responsibility – While you may grimace at the idea of being given ‘another’ batch of responsibility, a more junior member of staff may actually jump at the thought. Start leadership programmes that give subordinates that opportunity at stepping up.

83. When pay cheques are sent out, always write a note on the envelope recognizing an employee’s accomplishment(s).

84. Try to remove all the cynical and sarcastic posters & slogans from around the office. They provide a cheap giggle but demoralise staff. A quick example of short term benefit, long term pain.

85. Remember birthdays with a simple birthday card, mini cake or gift.

86. Take out an advertisement in a local paper and include your star employees’ names and pictures in the feature.

87. Speak truthfully and transparently – All employees have a good skill at knowing when they’re being lied to, so don’t even attempt to pull the wool over their eyes. Learn from Obama – he didn’t try to tell America that the economic was just a ‘little’ bit under-the-weather; he told it how it was. Rather than trying to cover up the failings in a company, instead emphasise how you are going to solve it, and employees will reward you with hard work.

88. Increase your employees span of control – this decreases costs and motivates them if they’re the type that crave control and authority.

89. Remind people of what drives them to do what they do. Allow pictures of family and other such drivers to be strewn around the office, and talk to them about their family, their dreams for the future and desires. You can use their dreams to motivate them easily.

90. Pin up genuine motivational posters etc around the office. These motivational quotes really do inspire some people.

91. Get your employees to replace their default screen saver with a playful ‘Get off your butt and back to work’ message that they’ve typed themselves.

92. Let employees give new recruits on-the-job training - It’ll show them how much they’ve grown as an employee in your company and leave them feeling senior and skilled.

93. Make sure you know everyones name in the office - whether they’re in your span of control or not.

94. Ensure free coffee is available. Caffeine or hot chocolate will always help!

95. Have a bowl of fresh fruit for employees to snack on – The women especially will appreciate this nice gesture, yet it only costs a tiny amount per day.

96. Make sure the service staff (cleaners, janitor, receptionist) greet staff throughout the day, rather than simply trying to be invisible.

97. Play the occasional tasteful practical joke

98. Invite in a motivational speaker to talk to your staff - These speakers often charge high fees however, so ensure that their key messages concern long lasting motivation rather than a ‘fad-like’ short term buzz that will fade as the speaker slips from memory.

99. Give your team a cool team name - Admittedly easier said than done.

100. Ensure that all members of staff feel that they are the best at at least one task - This will give them a ‘place’ in the organisation and make them feel important.

101. Finally -  Share this blog post with other managers in your organisation!

Phew! We’re done! If you found this article as helpful as I enjoyed making it, then please use some of the neat buttons below to help share this motivational advice across the world!

How To Pay Quiet And Subtle Flattery

This is just a quick post sharing a cheeky tip that I learnt from a collegue a long time ago.

People used to speak very differently in the 1950′s. It wasn’t just the way people talked, but the words they used that sounded different. However, that bygone era past shouldn’t be totally ignored by the young people of today. Infact, the opposite applies – we can actually use the ‘old fashioned’ and polite way of talking in order to pay an effective compliment to someone we are talking to.

How do you do this? By simply slipping polite phrases and courtesies into your speech as you speak to older people. For instance, when you accidentally brush past someone, you should say “Oh, I’m sorry Sir/Ma’am” in a very natural way. Its so effective because it makes the other person stop and think, while you can just carry on upon your way!

Building in little habits such as this into your behaviour can really improve your reputation with older team members and collegues. Its now completely automatic for me to call strangers ‘Sir/Ma’am’ in a confident and polite manner. As an added bonus, you won’t believe how compliant shop staff are to someone who addresses them respectfully!

The 3 Grades of Teamwork Attitude

Often in the course of my job, an almost mythical ‘teamwork attitude’ is referred to. While I’m sure it makes perfect sense on branded ‘policy’ posters – what is the right teamwork attitude to have? Is there one perfect attitude? And if so – how does one go about obtaining it? Does all leadership theory offer consistent advice on the issue?

From one point of view, there are three different frames of mind associated with teamwork.

Dependence

This is the earliest and least productive state of mind. This is the attitude that you form when you are content with the idea that you rely heavily upon others to help you complete your own work.  Someone with this attitude may typically avoid a lot of responsibility and shy away from trying new tasks and growing as an individual. Team mates will often become frustrated at the lack of effort this individual is bringing to the table. This attitude causes the team member to gain less skills and grow into a position whereby they cannot help being dependent. They become stuck in a circle of dependence and lack of team leadership.

As a new joiner at a company, you will undoubtedly have to rely on other key members of staff to be able to finally stand on your own two feet. As long as you appreciate this is a necessary stage, and will pass extremely quickly after you put in hard work and the desire to learn, you will soon transcend from dependance to…

Independence

Independence is the attitude and self confidence that comes from being able to complete a task by one’s self. Independent people often take the brunt of the hardest work, and have a stressful work environment. They also continually seek to prove their effectiveness and worth to their boss, which can make their happiness very sensitive to approval from their seniors.

Some succeed at life with this attitude, while some just get crushed under the weight of high expectations from leadership management. They start to get older and realise that this isn’t good enough A lucky bunch of people begin to see this attitude as actually being flawed. They discover that there is a 3rd attitude that only most effective team leader appreciates…

Interdependence

Interdependence is a brilliant attitude that improves upon the independent state of mind. An interdependent team member does not shy away from responsibility nor seek to minimise their workload. They do however appreciate that sometimes it is best to delegate. All-to-often, team leaders retain the ‘senior’ tasks for themselves and continually dish out the same menial work to their subordinates. Little do they realise that a junior member of the team would be thrilled and motivated incredibly well from being given a chance at more challenging work. Interdependence is the belief that a team will work far better when everyone aligns their needs to the tasks (as in the above example), and works together as a coherent team with synergy. It’s easy to motivate your team when they’re in this state of mind.

In a different approach to gain interdependence, people have often sought out useful leadership books and learning material that will help them along the path to happiness and leadership. These days, most tend to be rather disappointing, but I’m pleased to point you torwards one e-course that is still respected by leadership professionals such as myself:
The 11 Forgotten Laws. It’s generally seen as an essential and core ‘crash course’ in the laws and secrets you need to know to further your leadership & career and even help find happiness in other areas of your life. Its an excellent base upon which you can build your personal development.

Success With Organizational Leadership

As a Marine Aviator, business owner, and consultant, I have dedicated many years to honing my leadership and development skills – both organizational and personal. In my experiences I discovered three simple principles that, when properly applied, will make your leadership journey incredibly rewarding.

• Number One – it is all about you

• Number Two – it is all about them

• Number Three – it is all about the organization

I confirmed these proven principles in interviews with over one-hundred successful leaders. Here is an overview for you.

Organizational Leadership Principle Number One – It is all about you.

You must make the conscious choice to accept the leadership role. It is not enough to occupy a position of leadership (as defined by a box on the organization chart with your name on it). In fact, many people have made the choice to lead, exercising vast influence, without being in a so-called “leadership” position. In making the choice to lead, you take responsibility for yourself first, which means you must commit to working on your own personal and professional development. If you cannot, or will not, lead and develop yourself, you cannot lead and develop others. You must recognize that you will take some hits in your visible leadership role but you must also not shy away from them. You must realize that your decisions may not always be popular, but understand this comes with the territory. You will discover the rewards of leading are well worth it..

The three essential elements of this first principle that you must master are:

• Integrity – Do you deliver on your commitments?

• Technical competence – Do you understand the tasks?

• Setting the example – Are you a proper role model?

Once you accept the first principle and embrace these three elements you are ready to move on to the next principle.

All excellent organisational leaders regularly invest in themselves. Leaders have often sought out useful leadership books and learning material that will help them along the path to happiness and leadership. See Leadership Training and Leadership Coaching for details of programmes help mere managers become highly effective leaders..

Organizational Leadership Principle Number Two – It is all about them.

In this case, them refers to those we lead. Your purpose as a leader is to engage and motivate your employees to bring 100% of themselves to work, every day. As their leader, it is your responsibility to create the right environment for them to motivate themselves and to exceed your expectations. Your focus should be on helping people perform more effectively and efficiently. This helps them become more productive and advance in their careers. It also shows them that you care about them.

The three essential elements of this principle are:

• Self-awareness – Do you know what you do well?

• Taking care of people - Do you look out for them?

• Developing new leaders – Do you help people advance?

Applied properly, this principle will help you in the long run as your employees become more efficient, more productive, and more effective. They will require less supervision–which brings us to principle number three.

Organizational Leadership Principle Number Three – It is about the organization.

There are unethical and misguided bosses who think the organization exists to support them. This arrogance ultimately brings failure. We come together in associations or businesses to accomplish something that we could not accomplish alone. Your employees give you their time and you compensate them with standard benefits. As a leader within your organization, you must recognize that you are part of the organization, but not the organization itself.

Investing your ego and ambition in your job is fine–to a point. In the extreme, this creates an overbearing autocratic leader. The truly effective leader knows he or she is an active member within the team and always works to better the team. Real leaders have a forward looking orientation and work to build the culture of their group. It is the insecure leader who wants their successor to fail. Any leader who fails to support an employee–for any reason–hurts the organization, therefore violating Principle Number Three.

The essential three elements of this law are:

• Commander’s intent – Where are we going and why?

• Culture and Values – What makes this place tick?

• Practice – Do we work to get better at what we do?

Clearly, there are many layers to each of these laws. But the first step to higher leadership effectiveness is to make the choice to be a leader. Then, focus on your people and help them succeed. Together, you can successfully advance your organization into the future you articulate. Once you embrace these three laws, you are on your way to becoming a truly successful leader and you will create a thriving organization as you navigate your way through the tumultuous sea to the land of new opportunities – new opportunities not seen by many.

Author: Wally Adamchik, Founder of Firestarter Speaking and Consulting, helps organizations apply the leadership philosophies he learned in the Marines, and refined in business, to their pursuit of excellence. Read about his book at http://www.noyelling.net and leadership development.

The Ultimate Guide to Transformational Leadership

You may be looking for: The Ultimate Leadership Guide.

Transformational leadership is leading by motivating. Transformational leaders provide extraordinary motivation by appealing to followers’ ideals and moral values and inspiring them to think about problems in new ways. These followers have felt trust, admiration, loyalty, and respect for them and were motivated to do more than they thought they could, or would do. In essence, transformational leaders make tomorrow’s dreams a reality for their followers.

Perhaps the most important characteristic that transformational users possess is their ability to create a vision that binds people to each other. Dr. Martin Luther King’s famous “I have a Dream” speech galvanized a generation to support the civil rights movement in the United States. But transformational leaders must have more than just a vision, “They also have to know which path to follow in order to attain it.” The followers are attracted to the vision and the leader has to have the plan to energize them to reach it.

All excellent transformational leaders regularly invest in themselves. Leaders have often sought out useful leadership books and learning material that will help them along the path to happiness and leadership. Alternatively they seek Leadership Training Courses or Leadership Coaching.

Vision plays a crucial role and leaders who are totally committed to their vision and course of action are often called charismatic. Charismatic leaders have an unshakable belief in their mission, are confident for their success and have the ability/talent to convey these certainties to their followers. They are in turn, awarded with unquestioned loyalty and obedience.

In our society, we carry a common notion of the leader as a person with the vision, who then gets people to buy in, to align themselves with that vision. This notion is bankrupt and dangerous, because the leaders who have done well for their communities and organizations are not the ones who came up with the vision. If we picture them as the conductor of the orchestra, they are good at embodying the soul of the music. These leaders are good at articulating the transcendent values of the organization or the community. A leader’s vision has to have accuracy and not just appeal and imagination. Articulating a vision for an organization or community has to start with an awful lot of listening, a lot of stimulating of debate and conversation, to distill, to capture the values. It has to start, as well, with carefully diagnosing the current problematic environment to which one needs to adapt.

When changes in the environment occur slowly, usually managers fail to recognize them as threats to their organizations. To become aware of environmental changes, transformational leaders have to frame their vision by providing employees with a new purpose for working. Framing is a process through which leaders define the group’s purpose in highly meaningful terms. In organizations, framing often involves identifying the core values and purpose that should guide employees. For example, at Walt Disney the core purpose is simply “to make people happy.”

Impression management involves an attempt to  control the impressions that others form about the leader through behaviors that make the leader more attractive and appealing to others. Impression sounds manipulative and sometimes is. On the other hand, it is also a natural and sincere expression that reveals to followers an alignment between the vision and the person. Integrity, for effective leaders is just that. Revealing how the message the followers hear is related to the personal experiences of the messenger. Telling a story or stating a clear example, can become a particularly effective way to manage impressions-according to some it is the essence of charisma.

With or without the authority, exercising leadership is risky and difficult. Instead of providing answers as a means of direction, sometimes the best you can do is provide questions, or face people with the hard facts, instead of protecting people from change. Often you need to make them feel the pinch of reality, otherwise why should they undergo a painful adaptive learning process? But, people often resist doing adaptive work and painful learning. They resist in a number of typical ways. If you want to lead others, you need to understand how to counteract these types of resistance.

Transformational leaders are more effective when the company is new or when its survival is threatened. The poorly structured problems that these organizations face call for leaders with vision, confidence, and determination. Such leaders must influence others to join enthusiastically in team efforts and arouse their feelings about what they are attempting to do.

Daily Motivation – What Motivates You Everyday?

Every experience that a person has impacts him or her positively or negatively. All of the positive moments most likely enhance our daily motivation. Daily motivation is what enables us to strive to be better people, to work towards goals, and to lead fulfilling lives.

Setting goals:
Many of us set goals for ourselves. In turn, these goals motivate us to work hard to achieve success. Goals drive an individual’s daily motivation. Goals such as getting a Master’s degree, having a high-paying job, getting married, purchasing an expensive car, or mortgaging a home drive a person to succeed. When setting a goal, a person must remember that taking small steps to achieve it helps keep up a positive attitude. It is best not to get overwhelmed with attaining a huge goal quickly; but rather one should take small steps to get it done. The desire to accomplish a goal is what keeps people going, even on bad days.

Self Investment
Daily Motivation is completely intertwined with the idea of self-investment. The most productive and driven people are never afraid to invest in themselves. Leaders have often sought out useful leadership books and learning material that will help them along the path to happiness and leadership. See leadership training and leadership coaching for details of development programmes that could help you on the path to great leadership.

Attitude:
A positive attitude is a source of daily motivation. Believing that one of your goals is too difficult to achieve will eventually prevent you from achieving it. Having a negative attitude will cause you both internal and external stress. A negative attitude will de-motivate you, and put you on the road to failure. To achieve your goals, you must be able to tell yourself that every goal can be attained with hard work. If you tell yourself that you can do it, chances are that you will. Never underestimate the power of the mind. Daily motivation is all about attitude and outlook.

Religion:
While not all of us are religious, many people who are will agree that religion helps improve daily motivation. Religion can be used as a great motivational tool for people from all walks of life. Religion – no matter what kind – encourages mindfulness and internal motivation. The religious depend on their beliefs to strengthen them mentally.

People often depend on their religion when things are going downhill. Prayer and meditation inspire those who might otherwise turn to drinking, food, or drugs to nurture their spirits. Religion may help some people to be more mentally and physically healthy. Therefore, religion is a positive source of daily motivation.

The Desire To Live:
Daily motivation also comes in the simple desire to live. Whether children, a job, or money inspires someone to get out of bed in the morning, that person is motivated by something in life.

Even things as simple as nature can motivate someone to maintain a positive attitude about life even when times get hard. A person can take pleasure in nature’s beauty by taking time to smell the roses or listen to the birds sing. Studies show that people who live in warmer climates have a more positive attitude about life in general. These same people also have the tendency to go outside and exercise more often. This exercise brings about a sense of inner peace and positive feelings, thus becoming a daily motivation for many people.

Guest Author: Matthew Hick – http://Motivation-Today.com

Feedforward Leadership – Better than Feedback?

Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change. Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. Just as employees need feedback from leaders, leaders can benefit from feedback from their employees. Employees can provide useful input on the effectiveness of procedures and processes and as well as input to managers on their leadership effectiveness. This “upward feedback” has become increasingly common with the advent of 360 degree multi-rater assessments.

But there is a fundamental problem with all types of feedback: it focuses on a past, on what has already occurred – not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

Over the past several years, I have observed more than ten thousand leaders as they participated in a fascinating experiential exercise. In the exercise, participants are each asked to play two roles. In one role, they are asked provide feedforward – that is, to give someone else suggestions for the future and help as much as they can. In the second role, they are asked to accept feedforward – that is, to listen to the suggestions for the future and learn as much as they can. The exercise typically lasts for 10-15 minutes, and the average participant has 6-7 dialogue sessions. In the exercise participants are asked to:

- Pick one behavior that they would like to change. Change in this behavior should make a significant, positive difference in their lives.

- Describe this behavior to randomly selected fellow participants. This is done in one-on-one dialogues. It can be done quite simply, such as, “I want to be a better listener.”

- Ask for feedforward – for two suggestions for the future that might help them achieve a positive change in their selected behavior. If participants have worked together in the past, they are not allowed to give ANY feedback about the past. They are only allowed to give ideas for the future.

- Listen attentively to the suggestions and take notes. Participants are not allowed to comment on the suggestions in any way. They are not allowed to critique the suggestions or even to make positive judgmental statements, such as, “That’s a good idea.”

- Thank the other participants for their suggestions.

- Ask the other persons what they would like to change.

- Provide feedforward – two suggestions aimed at helping the other person change.

- Say, “You are welcome.” when thanked for the suggestions. The entire process of both giving and receiving feedforward usually takes about two minutes.

- Find another participant and keep repeating the process until the exercise is stopped.

When the exercise is finished, I ask participants to provide one word that best describes their reaction to this experience. I ask them to complete the sentence, “This exercise was…”. The words provided are almost always extremely positive, such as “great”, “energizing”, “useful” or “helpful.” The most common word mentioned is “fun!”

What is the last word that most of us think about when we receive feedback, coaching and developmental ideas? Fun!

Eleven Reasons to Try FeedForward

Participants are then asked why this exercise is seen as fun and helpful as opposed to painful, embarrassing or uncomfortable. Their answers provide a great explanation of why feedforward can often be more useful than feedback as a developmental tool.

1. We can change the future. We can’t change the past. Feedforward helps people envision and focus on a positive future, not a failed past. Athletes are often trained using feedforward. Racecar drivers are taught to, “Look at the road ahead, not at the wall.” Basketball players are taught to envision the ball going in the hoop and to imagine the perfect shot. By giving people ideas on how they can be even more successful, we can increase their chances of achieving this success in the future.

2. It can be more productive to help people be “right,” than prove they were “wrong.” Negative feedback often becomes an exercise in “let me prove you were wrong.” This tends to produce defensiveness on the part of the receiver and discomfort on the part of the sender. Even constructively delivered feedback is often seen as negative as it necessarily involves a discussion of mistakes, shortfalls, and problems. Feedforward, on the other hand, is almost always seen as positive because it focuses on solutions – not problems.

3. Feedforward is especially suited to successful people. Successful people like getting ideas that are aimed at helping them achieve their goals. They tend to resist negative judgment. We all tend to accept feedback that is consistent with the way we see ourselves. We also tend to reject or deny feedback that is inconsistent with the way we see ourselves. Successful people tend to have a very positive self-image. I have observed many successful executives respond to (and even enjoy) feedforward. I am not sure that these same people would have had such a positive reaction to feedback.

4. Feedforward can come from anyone who knows about the task. It does not require personal experience with the individual. One very common positive reaction to the previously described exercise is that participants are amazed by how much they can learn from people that they don’t know! For example, if you want to be a better listener, almost any fellow leader can give you ideas on how you can improve. They don’t have to know you. Feedback requires knowing about the person. Feedforward just requires having good ideas for achieving the task.

5. People do not take feedforward as personally as feedback. In theory, constructive feedback is supposed to “focus on the performance, not the person”. In practice, almost all feedback is taken personally (no matter how it is delivered). Successful people’s sense of identity is highly connected with their work. The more successful people are, the more this tends to be true. It is hard to give a dedicated professional feedback that is not taken personally. Feedforward cannot involve a personal critique, since it is discussing something that has not yet happened! Positive suggestions tend to be seen as objective advice – personal critiques are often viewed as personal attacks.

6. Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies. Feedforward can reinforce the possibility of change. Feedback can reinforce the feeling of failure. How many of us have been “helped” by a spouse, significant other or friend, who seems to have a near-photographic memory of our previous “sins” that they share with us in order to point out the history of our shortcomings. Negative feedback can be used to reinforce the message, “this is just the way you are”. Feedforward is based on the assumption that the receiver of suggestions can make positive changes in the future.

7. Face it! Most of us hate getting negative feedback, and we don’t like to give it. I have reviewed summary 360 feedback reports for over 50 companies. The items, “provides developmental feedback in a timely manner” and “encourages and accepts constructive criticism” almost always score near the bottom on co-worker satisfaction with leaders. Traditional training does not seem to make a great deal of difference. If leaders got better at providing feedback every time the performance appraisal forms were “improved”, most should be perfect by now! Leaders are not very good at giving or receiving negative feedback. It is unlikely that this will change in the near future.

8. Feedforward can cover almost all of the same “material” as feedback. Imagine that you have just made a terrible presentation in front of the executive committee. Your manager is in the room. Rather than make you “relive” this humiliating experience, your manager might help you prepare for future presentations by giving you suggestions for the future. These suggestions can be very specific and still delivered in a positive way. In this way your manager can “cover the same points” without feeling embarrassed and without making you feel even more humiliated.

9. Feedforward tends to be much faster and more efficient than feedback. An excellent technique for giving ideas to successful people is to say, “Here are four ideas for the future. Please accept these in the positive spirit that they are given. If you can only use two of the ideas, you are still two ahead. Just ignore what doesn’t make sense for you.” With this approach almost no time gets wasted on judging the quality of the ideas or “proving that the ideas are wrong”. This “debate” time is usually negative; it can take up a lot of time, and it is often not very productive. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver. Successful people tend to have a high need for self-determination and will tend to accept ideas that they “buy” while rejecting ideas that feel “forced” upon them.

10. Feedforward can be a useful tool to apply with managers, peers and team members. Rightly or wrongly, feedback is associated with judgment. This can lead to very negative – or even career-limiting – unintended consequences when applied to managers or peers. Feedforward does not imply superiority of judgment. It is more focused on being a helpful “fellow traveler” than an “expert”. As such it can be easier to hear from a person who is not in a position of power or authority. An excellent team building exercise is to have each team member ask, “How can I better help our team in the future?” and listen to feedforward from fellow team members (in one-on-one dialogues.)

11. People tend to listen more attentively to feedforward than feedback. One participant is the feedforward exercise noted, “I think that I listened more effectively in this exercise than I ever do at work!” When asked why, he responded, “Normally, when others are speaking, I am so busy composing a reply that will make sure that I sound smart – that I am not fully listening to what the other person is saying. In feedforward the only reply that I am allowed to make is ‘thank you’. Since I don’t have to worry about composing a clever reply – I can focus all of my energy on listening to the other person!”

In summary, the intent of this article is not to imply that leaders should never give feedback or that performance appraisals should be abandoned. The intent is to show how feedforward can often be preferable to feedback in day-to-day interactions. Aside from its effectiveness and efficiency, feedforward can make life a lot more enjoyable. When managers are asked, “How did you feel the last time you received feedback?” their most common responses are very negative. When managers are asked how they felt after receiving feedforward, they reply that feedforward was not only useful, it was also fun!

Quality communication – between and among people at all levels and every department and division – is the glue that holds organizations together. By using feedforward – and by encouraging others to use it – leaders can dramatically improve the quality of communication in their organizations, ensuring that the right message is conveyed, and that those who receive it are receptive to its content. The result is a much more dynamic, much more open organization – one whose employees focus on the promise of the future rather than dwelling on the mistakes of the past.

Author:

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