Character: Is It Necessary In Leadership? (Part Two)

Written by Brent Filson


Continued from page 1

Get your values and your character right andrepparttar rest of leadership is a matter of details. After all, freedom isn't just in what you make happen, it's also in what you let happen.

Furthermore, haverepparttar 136917 character trait you are acting on be a solution to your audience's needs.

Putrepparttar 136918 character/solution intorepparttar 136919 soup of a results-challenge and then simply observe what cooks up. In other words, in a situation calling for results, act onrepparttar 136920 character trait you want to emphasize in this case, being always ready to forgive and observerepparttar 136921 results.

Of course, with this trait, your effort won't work unless there are hard feelings inrepparttar 136922 air, but finding someone exhibiting such feelings shouldn't be difficult if you're leading well. If your leadership challenges don't lead to some people feeling overburdened, you're not challenging them enough.

Take action with a group of people or an individual. You might say something like, "I know we've had hard feelings, and if there's blame to be handed out for causing them, you can look to me. But, asrepparttar 136923 first step in going afterrepparttar 136924 new results, let's start with a fresh slate."

When focusing on this particular character trait, it's important to avoid setting up conditions. Saying, for example, "If I do this, I expect you to do that" depreciatesrepparttar 136925 trait. Character should exist without conditions, in you and for you, regardless of outside influences such as other people's opinions. Otherwise, they wouldn't be lasting character traits, but changeable sensibilities.

When we're dealing with character and results, we can't expect to forcerepparttar 136926 results. Let them grow naturally out ofrepparttar 136927 interaction. It's like putting a seed crystal into a supersaturated solution. Givenrepparttar 136928 proper solution andrepparttar 136929 right tension, you get an organic eruption of crystals. That's why I emphasize that you should understand and acquirerepparttar 136930 power of being be an observer.

Focus on puttingrepparttar 136931 trait into action as a solution forrepparttar 136932 needs of your cause leaders in order to increase results.

Remember,repparttar 136933 trait of always being ready to forgive is just one of many you can work on. No matter which trait you're developing, userepparttar 136934 process I've just described to manifest it for results.

Inrepparttar 136935 long run,repparttar 136936 important thing about leadership is not what we achieve but who we become in our achievements. A focus on our character, not only forrepparttar 136937 sake of character itself but also forrepparttar 136938 kinds of results character engenders, will make that becoming a treasure of our lives.

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


Character: Is It Necessary In Leadership? (Part One)

Written by Brent Filson


Continued from page 1
Look atrepparttar character ofrepparttar 136916 leaders you described. You probably described values or lack of them. (Whenever I ask people to describe a specific leader, they invariably cite values asrepparttar 136917 main elements.) Which values did you admire inrepparttar 136918 leaders you chose? These might include, honesty, integrity, persistence, compassion, wisdom, simplicity, sincerity. To help you do this, readrepparttar 136919 introduction to Marcus Aurelius' Meditations, in whichrepparttar 136920 stoic philosopher and Roman emperor (AD 121180) describesrepparttar 136921 character ofrepparttar 136922 people who influenced his own character. His description of Maximus illustrates my meaning: From Maximus I learned self-government, and not to be led aside by anything; and cheerfulness in all circumstances, as well as in illness; and a just admixture inrepparttar 136923 moral character of sweetness and dignity, and to do what was set before me without complaining. I observed that everybody believed that he thought as he spoke, and that in all that he did he never had any bad intention; and he never showed amazement and surprise, and was never in a hurry, and never put off doing a thing, nor was perplexed nor dejected, nor did he ever laugh to disguise his vexation, nor, onrepparttar 136924 other hand, was he ever passionate or suspicious. He was accustomed to do acts of beneficence, and was ready to forgive, and was free from all falsehood; and he presentedrepparttar 136925 appearance of a man who could not be diverted from right rather than of a man who has been improved. No man could ever think that he was despised by Maximus, or ever venture to think himself a better man. He had alsorepparttar 136926 art of being humorous in an agreeable way. The Meditations of Marcus Aurelius (Shambhala Publications) Choose five character values that you particularly admired inrepparttar 136927 leaders you described. Then make those values into triggers for action in your leadership, acting on one at a time. In other words, you'll have five actionable value attributes that can help definerepparttar 136928 way you lead. For example, let's say that one ofrepparttar 136929 leaders you described was Maximus, and you said his character included cheerfulness (that's a value!), dignity, honesty, generosity, candor, never complaining, and always being ready to forgive. You might choose "always being ready to forgive," but you could choose any one, or a combination, ofrepparttar 136930 others. Make it actionable. In other words, think of someone in your leadership sphere whom you have a gripe with, someone you may have wronged or been wronged by, and take action. Seek out that person and "be ready to forgive." See what happens. Don't expect any particular outcome; simply manifest that single character trait and let what happens happen. Understand that I'm not saying you must "be ready to forgive". That's simply one example of how to turn a character trait into action. Choose any trait. Just be sure you described that trait, and that it's something you want to emulate. In this way, you'll begin manifesting character in your day-to-day leadership, and, equally important, you'll be conscious of that manifestation whichrepparttar 136931 vast majority of leaders aren't.

In Part Two, I'll show you how to get results throughrepparttar 136932 development of your character.

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


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