In Leadership, The Eight Ways Of Right Action. (Part 1)

Written by Brent Filson


Continued from page 1

(3) HONEST. If you trick people into taking action or lie to get them to take action, you'll damage that element on which all motivation is based, trust. Afterward, you may be able to order them to do a job, but you will never motivate them. Be honest with yourself in developing your call-to-action. Marcus Aurelius said, "Never esteem anything as an advantage to you that will make you break your word or lose your self-respect." Be honest with them in challenging them to act. I do not recommend this merely on trustworthy grounds but on eminently practical ones as well. After all, we do not know how good we are as leaders unless we are challengingrepparttar people to be better than they think they are. And they cannot be persuaded to accept that challenge if they think we're deceiving them or that you are deceiving yourself.

(4) MEANINGFUL. Action gives meaning torepparttar 142209 emotion your audience feels. Emotion alone cannot get results. It's action that gets results. Action validates emotion, and vice versa.

Leaders who find little meaning in their jobs orrepparttar 142210 results associated with those jobs, shouldn't be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involvesrepparttar 142211 jobs ofrepparttar 142212 people they are leading andrepparttar 142213 attitudes of those people toward those jobs andrepparttar 142214 resultsrepparttar 142215 jobs aim for.

Your cause should be meaningful torepparttar 142216 people who must carry it out. If it is only your cause and not their cause,repparttar 142217 action they take will get insufficient results. Your cause will be meaningful to them when that actions they take to meetrepparttar 142218 challenges of that cause are solvingrepparttar 142219 problems of THEIR needs. So, before you challenge them to take action, identify their needs andrepparttar 142220 problem solving actions.

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


In Leadership, The Eight Ways Of Right Action. (Part 2)

Written by Brent Filson


Continued from page 1

For instance, in a police academy, an instructor came intorepparttar room with a note that said CLEAR OUT THIS ROOM IMMEDIATELY. The first cadet ordered his colleagues out. A few cadets left but most stayed. The instructor handedrepparttar 142208 note to a second cadet who pleaded for his classmates to leave. Again, a few left but most stayed. Finally,repparttar 142209 instructor gaverepparttar 142210 note to a third cadet. This cadet understood how to identify needs and have people take action to solve those needs. He said two words, which emptiedrepparttar 142211 room. "Lunch break!"

People are always willing to take ardent action to solverepparttar 142212 problems of their needs. The question is can you identify those needs. Once you do, you hare half way home to getting them to take such action.

(7) DEADLINE: All action you have people take must have a deadline. Otherwise, it might become a low priority for them, and they will not be especially urged to take it. Be constantly monitoring yourself when motivating people to take action by asking, "Have I a put a deadline to this action?" If you haven't, do it.

(8) FED BACK: True motivation isn't whatrepparttar 142213 people do in your sight. True motivation is what they do after they have left your sight. Many leaders getrepparttar 142214 "head fake" fromrepparttar 142215 people they're leading -- their nodding their heads and saying, "Yes," face-to-face withrepparttar 142216 leader; but inside saying, "No." When they leave your presence, they do what they want, not what you want. Make sure thatrepparttar 142217 action you challenge them to take is fed back to you, so that you are aware -- and they are aware that you are aware -- of that action.

Leaders do nothing more important than get results, and results come from people taking action.

The trouble is, most leaders have people get a fraction ofrepparttar 142218 potential results because these leaders misunderstand what action really is -- and in that misunderstanding misapply and misuse it.

When speaking to people, keeprepparttar 142219 eight ways of right action in mind so people takerepparttar 142220 right action to achieverepparttar 142221 right results.

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


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