In Leadership, The Critical Convergence Drives Great Results

Written by Brent Filson


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The Leader's Fallacy is an obstacle torepparttar critical confluence. Don't thinkrepparttar 141681 Critical Confluence will happen automatically. Know instead that you must work hard to achieve it.

After all, you yourself must be motivated about those challenges. If you're not motivated, you shouldn't be leading. But your motivation is irrelevant simply because it's a given.

Here's what's relevant: Can you transfer your motivation torepparttar 141682 people so they are as motivated as you are? And can you translate their motivation into action that achieves results?

Everyone has major needs that shape their thinking and their actions day in and day out. If you want those people to take ardent action for you, you must provide solutions torepparttar 141683 problems of those needs sorepparttar 141684 action you have them take brings them closer to realizing those solutions.

Byrepparttar 141685 way,repparttar 141686 critical confluence is not "win/win". It's much deeper and richer. Unlike "win/win",repparttar 141687 critical confluence is an on-going relationship process from which flow mutually beneficial expectations and solutions.

Here are three steps you can take to help make a critical confluence happen.

(1) Understand their needs.

(2) Turn their needs into problems.

(3) Have their commitment to your cause be a solution to their problems.

To getrepparttar 141688 best out of people, we must embracerepparttar 141689 best in them. Whenever you need to lead people to tackle important challenges, recallrepparttar 141690 Leader's Fallacy. Know that their commitment to your cause doesn't come automatically. You have to earn it by embracingrepparttar 141691 best of who they are. When you takerepparttar 141692 trouble to build a critical convergence, you'll see a significant jump inrepparttar 141693 results you have others achieve.

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 http://www.actionleadership.com


COURAGE AND THE AGONY OF COACHING EMPLOYEES

Written by CMOE Development Team


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There are many explanations and rationalizations about why leaders resist coaching employees more frequently about progress and problems. The reality is that no one wants to hurt people or jeopardize their performance in areas that are meeting or exceeding expectations. Leaders go about insulating themselves from facingrepparttar reality that a meaningful discussion will actually help improve things.

The fact is most employees favor directness, candor (trust), and honesty, as well as efficiency, excellence, and quality. But these goals cannot be met unless leaders are more willing to set aside their ambivalence and hesitation.

As a leader, you just need to accept that, to some extent, resisting potentially difficult situations is normal and natural. Then you need to make sure that these perceptual obstacles do not get inrepparttar 141659 way. Simply anticipate your own hesitations and ambivalence. Tell yourself over and over again that it is okay, and simply move forward and trustrepparttar 141660 8-Step Coaching process to work if you carefully attend to each step.




To learn more about how CMOE can help your organization become more effective at coaching employees, contact a Regional Manager at (801)569-3444. You can also visit their website.




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