In Leadership, Results Are Limitless

Written by Brent Filson


Continued from page 1

This may seem like a non sequitur. After all, leaders know that things change. But many leaders whom I have encountered don't makerepparttar connection and fail to realize that results are limitless.

But there is a connection -- a profound connection. And leaders who don't make that connection, don't live that connection, are giving short shrift to their leadership andrepparttar 119421 people they lead.

Living byrepparttar 119422 results-are-limitless credo can set you apart as a leader who consistently gets results, no matter whatrepparttar 119423 challenge you face.

Start to take a small but well-defined step to manifest results-are-limitless leadership.

(1) Identify. Identify one thing you think is NOT BEING QUESTIONED. Make sure it is something people believe has "reachedrepparttar 119424 limit of its development." It may be a product or features of a product. It may berepparttar 119425 way your organization is structured. It may be a successful engineering program.

(2) Question. Treat it as if it's fundamental premise were false. Can you shoot holes inrepparttar 119426 logical reasons for its existence? If it ain't broke, see what would happen if you break (change) it ó with one end in mind, achieving more results.

(3) Change. See if you can come up with answers that will lead either to replacing what you're questioning or improving it.

(4) Continue. Don't look at this as an academic assignment. It's not homework. It'srepparttar 119427 beginning of makingrepparttar 119428 credo part ofrepparttar 119429 DNA of your leadership.

Repeat: This as a leadership endeavor. Determine who arerepparttar 119430 cause leaders you need to makerepparttar 119431 change happen. Talk to them about how they would take leadership to affect that change. You should not only have "What if ... " discussions but more importantly, "Why not ... "discussions.

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


Top 7 Tips for Maintaining a Team Connection

Written by Kevin Kearns


Continued from page 1

5. Promote Fights: Fighting sure beats resentment. Setting up a culture where resolving conflict is strongly encouraged will saverepparttar team from building long-term resentments. It is not necessary to have a Don King haircut and announce, "The Beating inrepparttar 119420 Meeting" - but you will benefit from promoting an atmosphere that does not avoid conflict. Although "fighting" is not fun and can be painful, resentment can destroy a cohesive team without anyone realizing it. If you notice tensions building, step in and encourage a healthy resolution torepparttar 119421 situation. Deal with it now, or it may spread like a cancer on your entire team.

6. Create Connections: It only feels like they happen naturally. If you wait for them to happen, they might not. Schedule opportunities for team members to connect. This can be done as part of a regular meeting. It can be done by switching pairings for different assignments. There is a reasonrepparttar 119422 armed services put soldiers through basic training - they develop individual soldiers and build connections between soldiers. Have you ever witnessed two old army buddies reunite? It's enough to bring a tear to your eye! A strong connection is powerful.

7. Role Play: Make sure everyone knowsrepparttar 119423 role each person plays. Role ambiguity has ruined more teams than you can imagine. Not knowing what you are supposed to be doing is frustrating. Not knowing what other members should or should not be doing can be down right annoying. Asrepparttar 119424 leader, make sure people knowrepparttar 119425 part they play as individuals and group members. Clear roles will help you avoid hearing "how come Bob doesn't have to do this...?"

History is filled with many examples of great leaders keeping their team together during difficult situations. Ernest Shackleton's expedition intorepparttar 119426 Antarctic ended with his team successfully working together to survive. Their boat was crushed by ice and somehowrepparttar 119427 team worked together to braverepparttar 119428 fiercest conditions imaginable. Shackleton's team remained connected because they followedrepparttar 119429 above seven steps. Surely you can use them to help your team facerepparttar 119430 challenges of your workplace.

Kevin Kearns is President of Kearns Advantage, a leadership coaching company. Kearns Advantage has a proven track record of developing strong leaders. Kevin holds a Master of Science degree in Organization Development and is a member of the Coachville Graduate School of Coaching. Subscribe to Kevinís free leadership newsletter at www.kearnsadvantage.com.


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