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

Management Skills: Positive Reinforcement in the Workplace

Written by Dina Giolitto,

Continued from page 1

Matchrepparttar skill torepparttar 142207 task at hand. Ensure team excellence is by selectingrepparttar 142208 correct person forrepparttar 142209 job! Suppose you hire Jeff because he's great at number crunching, and Lucy because she has experience in customer service. Later, you come to learn that Lucy is really not all that great withrepparttar 142210 clients, but she's gold onrepparttar 142211 expense calculations... meanwhile, Jeff is a master shmoozer. Instead of trying to mold Lucy into something she's not, a quick-switch of responsibilities is all it takes to keep this team operating at prime productivity. When each of your workers is well-chosen for a task, they'll all do a good job together. And when they do a good job, they're truly appreciated. Team spirit is some pretty magical stuff!

Encourage workers to 'figure it out on their own.' By this I do NOT mean tell them to solve their own problems and send them away. That's no way to help your underlings grow. Remember to feel complimented when a subordinate approaches you with an issue. He came to you because he trusts your judgement and seeks your approval. In turn, give your little bird his wings. Maybe share a story of when you may have had a similar problem in your own career. Offer up some general, advice, then assure them that he can find a positive and constructive way to fixrepparttar 142212 problem on his own. He'll walk away with a sense of pride, independence and new determination. And that's a great way to help someone feel appreciated!

Speak to people 'onrepparttar 142213 level.' Ever hearrepparttar 142214 expression, 'talking down to people?' It's one of my biggest pet peeves, and something that I try my hardest never to do. Even inrepparttar 142215 midst of praising someone, you can end up 'talking down' to them. When you say, "Jeannie, you did it, I am so proud of you!!" does it come out sounding like you're talking to a kindergartener who just learned to tie her own shoe? Yikes! There should never be a reason to sound parental in your professional communication with grown adults. Another way you might unintentionally 'talk down': offer advice and assume that it's a foreign concept torepparttar 142216 person with whom you're speaking. How do you know she doesn't already practice what you preach? If you address your workers respectfully and treat them as mature adults, they might actually behave like mature adults!

Above all, have a little humility. Keep an open mind and an open heart, and lead with a firm and forgiving hand. Experience-wise, even if you're 20 years ahead of someone else, you're still just two human beings on this earth. And it's like I said: we all just want to be appreciated. So managers, show your workers a little respect and gratitude, and watch your productivity soar to new heights!

Find out how crisp, targeted copywriting can make a world of difference for your business. Dina Giolitto is a Copywriting Consultant with ten years of experience. Visit for free tips on branding, copywriting, marketing and more. Request a project quote by email:

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