New Leadership For A New War

Written by Brent Filson


Continued from page 1

For instance, a critical battlefield ofrepparttar war arerepparttar 119469 streets ofrepparttar 119470 Islamic world where hatred of America seems to be rampant. As long as masses of people hate America, as long as they continue to seerepparttar 119471 American government asrepparttar 119472 actual terrorist, our nation cannot bring this war to a just conclusion. Clearly, this isn't a command-and-control issue. People cannot be ordered to stop hating. We have to employ asymmetrical leadership. We have to motivate them in other words, we must set up, through a variety of means,repparttar 119473 environment in which they motivate themselves to become our allies, in which they makerepparttar 119474 choice to work along side us as full partners in concludingrepparttar 119475 war. It will take a long, superhuman, multifaceted endeavor, an endeavor that cannot succeed without our employing asymmetrical leadership.

Asymmetrical leadership is action-based: Businesses faced with rapid, global change have come to understand that motivation isn't what people think or feel but what they physically do. A key aspect of how asymmetrical leadership views motivation lies inrepparttar 119476 first two letters of that word. Those letters "mo" are also found inrepparttar 119477 words "motion," "momentum," "motor," "mobile," etc. The words denote action physical action. To engage in asymmetrical leadership, leaders must constantly be challenging others to take specific physical action across allrepparttar 119478 dimensions that leads to results.

Our motivating people who hate us to ultimately become our partners in peace will entail not our simply paying lip-service to such a partnership. We must undertake concrete actions that will begin to establishrepparttar 119479 motivational environment. Asymmetrical leadership demands that we and "they" ultimately take action together to redressrepparttar 119480 many social, political, and military wrongs that breed hatred.

Asymmetrical leadership is results-driven: Businesses have discovered that in order to succeed in asymmetrical markets, their leaders and employees must have a passion to achieve results. After all, people who simply take action are useless to a business. Only those people who get results are useful. This seems like a simple enough dictum; any leader will say that they have a passion to get results. But I have found out that what most leaders have a passion for, whether they know it or not, is engaging inrepparttar 119481 tradition, linear, captain-to-mate-to-crew leadership either because they know no other way of leading or because they are more comfortable being engaged in such leadership. For such leadership has a materially different focus than asymmetrical leadership. Traditional leadership focuses onrepparttar 119482 activities that get results; whereas asymmetrical leadership focuses onrepparttar 119483 results that getrepparttar 119484 activities. When you are leading organizations in asymmetrical markets, you must not be wedded to activities but instead to results and only to those activities that achieve those results. This means that if activities are not getting results, you change them or eliminate them and institute new activities. In organizations run by traditional leadership, changing activities means changingrepparttar 119485 status quo, a vastly difficult job.

For instance, to get results in asymmetrical markets, many businesses have had to eliminate those traditional activities that achieve results and engage in new, innovative ways. They had to break up their linear lines of reporting. They've had to reducerepparttar 119486 tiers of leadership, they've had to downsize their staffs and decentralize their functions, they've had to institute just-in-time inventory systems, they've had to cultivaterepparttar 119487 capability of quickly formulating and disbanding results-focused teams all with one aim in mind: to get more results, faster results, and "more, faster" on a continual basis. In short, they have had to become masters of asymmetrical leadership.

America's new war demands new leadership. We don't have to invent this leadership. It already exists. Withrepparttar 119488 emergence of new, global markets, a corresponding new vision of leadership has been emerging with some businesses. Asymmetrical leadership is being developed and applied inrepparttar 119489 crucible of global business competition. It isrepparttar 119490 very kind of leadership that can and must be applied to allrepparttar 119491 multi-faceted endeavors of asymmetrical war.

============================= 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 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


The P's and Q's of Public Speaking -

Written by Alan Fairweather


Continued from page 1

The Presentation This is it,repparttar big moment when you tell your audience what a clever person you are and have them leap to their feet in thunderous applause. Okay, let's step back a bit - if you want their applause then you're going to have to work for it. Right fromrepparttar 119468 start your delivery needs to grab their attention. Don't start by saying - "Good morning, my name is Fred Bloggs and I'm from Bloggs and Company." Even if your name is Bloggs, it's a dead boring way to start a presentation. Far better to start with some interesting facts or an anecdote that is relevant to your presentation. Look atrepparttar 119469 audience as individuals; I appreciate that this can be difficult when some of them are downright ugly. However it grabs their attention if they think you're talking to them individually. Talk louder than you would normally do, it keepsrepparttar 119470 people inrepparttar 119471 front row awake and makes sure those atrepparttar 119472 back getrepparttar 119473 message. Funnily enough, it's also good for your nerves.

PowerPoint And for those of you who haven't heard of it, it's a software programme that's used to design stunning graphics and text for projection onto a screen. As a professional speaker, I'm not that struck on PowerPoint. I feel that too many speakers rely on it and it takes overrepparttar 119474 presentation. After all, you'rerepparttar 119475 important factor here. If an audience is going to accept what you say then they need to seerepparttar 119476 whites of your eyes. There needs to be a big focus on you, not onrepparttar 119477 technology. Use PowerPoint if you want but keep it to a minimum and make sure you're not justrepparttar 119478 person pushingrepparttar 119479 buttons. Why not get a bit clever at usingrepparttar 119480 faithful old Flip Chart, lots of professionals do.

Passion This is what stopsrepparttar 119481 audience in their tracks. This is what makes them want to employ you; to accept what you're proposing and make them want you to marry their son or daughter. Couple this with some energy, enthusiasm and emotion and you haverepparttar 119482 makings of a great public speaker. Just think of our old friend Adolph Hitler, boy could he move an audience to action. It's just too bad he was selling something that wasn't to everyone's liking. Give your presentation a bit of oomph and don't start telling me - "I'm not that kind of person." There's no need to go overrepparttar 119483 top but you're doing a presentation to move people to action, not having a cosy little chat in your front room.

That'srepparttar 119484 P's finished with so let's look atrepparttar 119485 Q's.

Questions Decide when you're going to take them and tell people atrepparttar 119486 start. In a short speech it's best to take questions atrepparttar 119487 end. If you take them as you go then you may get waylaid and your timing will get knocked out. Never - never - never finish with questions; far better to ask for questions five or ten minutes beforerepparttar 119488 end. Deal withrepparttar 119489 questions and then summarise for a strong finish. Too many presentations finish on questions andrepparttar 119490 whole thing goes a bit flat. When you're asked a question, repeat it torepparttar 119491 whole audience and thankrepparttar 119492 questioner. It keeps everyone involved, it gives you time to think and it makes you look so clever and in control.

Quit Quit when you're ahead. Stick torepparttar 119493 agreed time; if you're asked to speak for twenty minutes, speak for nineteen andrepparttar 119494 audience will love you for it. Remember, quality is not quantity. One ofrepparttar 119495 most famous speeches ever - "The Gettysburg Address", by President Lincoln, was just over two minutes long. Right, that's my cue to quit when I'm ahead. Public Speaking will never be easy for most of us but we can all do it a whole lot better.

=========================================================== Discover how you can generate more business without having to cold call! Alan Fairweather isrepparttar 119496 author of "How to get More Sales without Selling" This book is packed with practical things that you can do to get customers to come to you . Click here now http://www.howtogetmoresales.com/Without%20Selling.htm

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**Attn Ezine editors/Site owners** Feel free to reprint this article in its entirety in your ezine or on your site so long as you leave all links in place, do not modifyrepparttar 119497 content and include our resource box as listed above. If you need additional articles, check out my article archive for fresh, new content you can use on your website or in your ezine - FREE http://www.howtogetmoresales.com/Free%20stuff.htm ============================================================

Alan Fairweather is the author of four ebooks in the "How to get More Sales" series. Lots of practical actions you can take to build your business and motivate your team.- www.howtogetmoresales.com


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