Boost Your Leadership Skills Simply By Answering The Question, "What Does Your Organization Really Reward?"

Written by Brent Filson


Continued from page 1

Guaranteed you will get results. After all, you are eliminating a negative aspect of your leadership and replacing it with a results-producing one. When you make this a long term endeavor going from item to item results will come to you in new and often unexpected ways.

(4) Encouragerepparttar people you lead to questionrepparttar 119426 rewards aspects of their own leadership. Be aware of their reactions to your encouragement. Do they seerepparttar 119427 questioning as meaningful to their jobs? Do they want their colleagues involved in such questioning? Do they want to have senior management question their own leadership?

If people wantrepparttar 119428 questioning to be a regular part of their daily work, continue it. If they feel it has little value, call a time out. After all, if people believe they are powerless to change things inrepparttar 119429 organization, seismic questions like this will only frustrate and anger them, creating a hot house environment for cynicism to flower.

As you go forward:

--Cultivate amongrepparttar 119430 people a common, self-reinforcing fervor forrepparttar 119431 questioning. Don't force things. Be an observer and a supporter. Observe their reactions torepparttar 119432 questioning and support their efforts to make it succeed.

--Encouragerepparttar 119433 development of networks of people takingrepparttar 119434 initiative to engage inrepparttar 119435 questioning together.

--Now and then, and especially inrepparttar 119436 beginning, set aside special times and places to have them focus exclusively on such questioning, making sure they continually linkrepparttar 119437 answers to getting increases in results.

--Keep that linkage alive. This is not an academic exercise. It's not meant to simply have people feel good or, onrepparttar 119438 other hand, vent their frustrations. It's sole objective is to get MEASURABLE INCREASES IN RESULTS. If results are not forthcoming, have people refocus onrepparttar 119439 need forrepparttar 119440 questioning; and if you still are not receiving results, curtail or even eliminate it for awhile. You can always reactivate it whenrepparttar 119441 time andrepparttar 119442 environment are more conducive to having it succeed.

--Avoid havingrepparttar 119443 process deteriorate into name calling and finger pointing. The idea is not to userepparttar 119444 questioning to getrepparttar 119445 goods on people or as a platform for emotional outbursts againstrepparttar 119446 organization but instead for what it is meant to be, a powerful tool to get more results continually.

Mind you, people shouldn't be spending inordinate amounts of time onrepparttar 119447 questioning. Nor should it be seen as a major, discrete effort, like an operations or marketing program. Justrepparttar 119448 opposite: It should be a natural part of everybody's leadership activities. Constantly asking, Are we rewardingrepparttar 119449 right things? should eventually come as second nature.

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 www.actionleadership.com


7 Myths That Make Meetings Miserable

Written by Steve Kaye


Continued from page 1

Better: Prepare an agenda or, if you are too busy, ask someone to do it for you. Then sendrepparttar agenda torepparttar 119425 participants so that they can prepare forrepparttar 119426 meeting.

Myth 5: Minutes are unnecessary. This is true for any meeting where people wasted time producing nothing. Effective meetings produce results that are worth documenting. Minutes serve to track action items, record decisions, and inform others. If you are planning a meeting with no results worth documenting, ask yourself why that meeting is necessary.

Better: Record key ideas, agreements, and action items duringrepparttar 119427 meeting. Then convert these notes into minutes.

Myth 6: Meetings should last a long time. While this may be true for some meetings, most meetings can be conducted in less than an hour. Long, casual meetings lull people into lethargy. In general, people are able to focus on a task for 30 to 60 minutes. Then their attention fades and they take mental holidays to think about other things.

Better: Plan meetings where you spend time and resources in proportion torepparttar 119428 value ofrepparttar 119429 results. That is, an effective meeting should be designed to earn a profit. Also, plan short breaks every 50 minutes.

Myth 7: The effectiveness of meetings is a low priority. This is true if you seldom hold meetings. Of course, if you have more than two employees, you need meetings to make decisions, reach agreements, and develop solutions. Effective meetings are a critically essential activity in running a business. They harnessrepparttar 119430 combined wisdom of your staff to invent products, increase sales, improve productivity, plan strategies, and create success.

Better: Learn how to plan and conduct meetings that make your business a success.

Certified professional facilitator and author Steve Kaye helps groups of people hold effective meetings. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. And his books show how to hold effective meetings. Call 714-528-1300 or visit http://www.stevekaye.com for over 100 pages of information.


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