Written by Regina Stevens

Continued from page 1

Also, if you ask them, they will provide links for you to submit articles and provide you with emails to contact their staff members. I have spoken with some ofrepparttar staff members and all of them are a wealth of information - they are very helpful.

Looking for a job is tiring, but if you find various places to submit your resume, you will be surprised withrepparttar 142539 results. Don't rely solely on one method to find job leads because there are so many avenues to walk to find your ideal job.

Regina Stevens is the owner of KISW ( and Information Technology Job Seekers - Atlanta ( Visit her websites for contact information.

Two Leadership Traps: How To Avoid Them. How To Get Out Of them (Part 1)

Written by Brent Filson

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I asked if I could sit in on a team meeting to scope outrepparttar situation. "Be my guest," he said. "But I don't see what good it'll do. The problem isn't inrepparttar 142538 meetings. Everybody agrees what needs to get done when they're inrepparttar 142539 meetings. The problem isrepparttar 142540 results afterrepparttar 142541 meetings."

The meeting had been going only for only a couple of minutes when I saw what was wrong. Afterwards, alone in his office, I told him: "They're notrepparttar 142542 problem. YOU'RErepparttar 142543 problem. You've fallen into two leadership traps."

He looked at me incredulously. "What traps?"

I explained that leaders often fall into traps that prevent them from gettingrepparttar 142544 full measure of results they're capable of. Andrepparttar 142545 deadliest traps are oftenrepparttar 142546 ones of their own making.

The first trap isrepparttar 142547 "I need . . . " trap.

Leaders fall into this trap when they say, "I need you to hitrepparttar 142548 marketing targets, I need you to get more productive, I need you to (fill inrepparttar 142549 blank)". I NEED ... I NEED ... I NEED ....

Why is this a trap? The answer:repparttar 142550 Leader's Fallacy. The Leader's Fallacy isrepparttar 142551 mistaken belief by leaders that their own needs are automatically reciprocated byrepparttar 142552 needs ofrepparttar 142553 people they lead. It's a fallacy because automatic reciprocity doesn't exist. But so many leaders go blithely along driven byrepparttar 142554 Fallacy and so fall intorepparttar 142555 "I need . . . " trap.

For instance,repparttar 142556 marketing leader thought he was motivating people to get great results. However, duringrepparttar 142557 meeting, he was constantly repeating, "I need ... ". So, in reality, he was ordering people to get average results. Of course, leaders don't order people to get average results. But average results are usuallyrepparttar 142558 outcome of order leadership.

The order isrepparttar 142559 lowest form of motivation. The order leader's focus of my-way-or-the-highway can't get great results from people on a consistent basis simply because people usually can't be ordered to undertake extraordinary endeavors. They must choose to do so. When he said, "The bad news is they ONLY do what I tell them.", he was unknowingly afflicting them. They were simply responding to an order then going into a kind of suspended animation (masked by busy work) untilrepparttar 142560 next order came along.

In Part 2, I'll describe how to get out of this trap.

2005 The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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