Leading Bad Actors To Be Good Performers

Written by Brent Filson


Continued from page 1

The latter occurrence can lead to great things happening in your organization; for when you convince not-yets to choose to be your cause leaders, you've not only gained cause leaders but you've also helped persuade fence-sitters to become cause leaders themselves. Here is a process to deal withrepparttar not-yets.

(1) Define what constitutes each ofrepparttar 105624 three groups inrepparttar 105625 20/60/20 classification. For instance, "cause leadership" can be a determining factor. You will determine which group you think people belong in by ascertaining whether or not they are willing to be your cause leader.

(2) Identify what specific individuals go into each group as defined byrepparttar 105626 determinants: i.e., in this case whether or not they'll be your cause leaders.

For instance, you have 20 percent who are already your cause leaders. 40 percent fence-sitters who haven't made up their minds to be your cause leaders. Andrepparttar 105627 20 percent who are "not-yets" -- who may be trying to stop others from being your cause leaders.

(3) Describerepparttar 105628 dynamic situation, where these people are tending to move at this point in time.

(4) Institute rewards for positive moments between groups and penalties for negative movements. You may want to reward fence-sitters for becoming cause leaders. And you may want to penalize fence-sitters who start moving towardrepparttar 105629 not-yet group.

(Make sure you differentiate fence-sitters from not-yets. Fence sitters have not made up their minds about whether they should be cause leaders. The not-yets, at least for now, categorically refuse to be cause leaders.)

(5) Isolaterepparttar 105630 not-yets. Leavingrepparttar 105631 not-yets alone may encourage them in their ways. So, you must make surerepparttar 105632 not-yets pay a price for their choice. If you find you are expending an excess of time and resources trying to persuade them to join your cause, then isolate them. Recognize, however, there is a delicate art to isolating them. Attempting to isolate them too quickly or harshly can harden their attitudes against you and may rally other people to their side.

You can isolate them in three ways: (A) Through penalties -- making surerepparttar 105633 penalties are fair and, equally important, are seen to be fair by others. (B) Through recognition -- making sure that they are known to others as being not-yets. (C) Through "a rising tide"-- making sure you celebrate your successes and use those successes to draw in more cause leaders, which will create a rising tide that can carry along evenrepparttar 105634 not-yets.

(6) Measure and monitor your progress and theirs.

This process is not linear but a circle, more accurately a spiral. Keep working it.

Every leader is afflicted with bad actors. Make sure you avoid usingrepparttar 105635 label and then use this process to neutralize their destructive influence and even turn them on to your cause. Who knows? You may turn bad actors into great performers.

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 is 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


25 Leadership Maxims

Written by Brent Filson


Continued from page 1

"The best leaders make use ofrepparttar simplest of ideas."

"If you are always right, you are usually wrong."

"The best way for a leader to communicate an idea is to bundle it in a human being."

"The most persuasive art of leadership is to hide your leadership."

"Refraining from action is sometimesrepparttar 105623 best action."

"It's not so much what you say as a leader that's important; it'srepparttar 105624 actionrepparttar 105625 people take after you have had your say."

"In leadership,repparttar 105626 value of every need is in its use."

"Leadership is not about living a easy life for ourselves but a hard life for others."

"We ourselves are our own biggest obstacles to becoming better leaders."

"Leadership is showing people not that they must take a certain action but that they GET TO take that action."

"Halfrepparttar 105627 art of listening is waiting."

"To getrepparttar 105628 best out of people, embracerepparttar 105629 best in them."

"People are often unaware ofrepparttar 105630 best that's in them. When you show it to them, you are half way downrepparttar 105631 road to motivating them to be your cause leaders."

"Achievement needs three things,repparttar 105632 leader,repparttar 105633 cause leader, andrepparttar 105634 moment."

"Inrepparttar 105635 long run,repparttar 105636 most important results of leadership are not what we achieve but what we become in that achieving."

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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