The ‘Leader's Fallacy' May Prove Howard Dean's Undoing.

Written by Brent Filson

Continued from page 1

There's a simple, powerful antidote forrepparttar Leader's Fallacy. I've been teaching it to leaders of all ranks and functions worldwide. It'srepparttar 119447 Leadership Talk. Many leaders fall intorepparttar 119448 clutches ofrepparttar 119449 Leader's Fallacy when they give speeches and presentations. Speeches and presentations simply communicate information. There's another, far more effective means of leadership communication. That'srepparttar 119450 Leadership Talk. Unlike speeches and presentations,repparttar 119451 Leadership Talk helpsrepparttar 119452 leader forge deep, human, emotional connections with audiences. Establishing such connections with grassroots voters is absolutely necessary forrepparttar 119453 Democrats' success.

To give a Leadership Talk, leaders must first answer "yes" to three simple questions: "Do you know whatrepparttar 119454 audience needs?" "Can you transfer your deep believe to others so they believe as strongly as you do aboutrepparttar 119455 challenges you face?" And, "Can you have that audience take ardent action that gets results?" If a leader says "no" to any one of those questions, he/she can't give a Leadership Talk.

If Dean andrepparttar 119456 Democrats want to reverserepparttar 119457 Republican tide and reach voters' hearts and minds in America's heartland, they must trash their speeches and presentations and start giving Leadership Talks. They must haverepparttar 119458 Leadership Talk be a cornerstone ofrepparttar 119459 DNC communication strategy. They must get thousands of Democratic cause leaders out inrepparttar 119460 hinterland constantly giving Leadership Talks. Otherwise, they'll be victims ofrepparttar 119461 Leader's Fallacy -- confused about how come they personally are so pumped up, so motivated on one hand and yet are failing so miserably onrepparttar 119462 other.

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

Meaningful Diversity: Creating Cultures of Inclusion

Written by Susan J. Schutz

Continued from page 1

BEGIN BY FOCUSING ON COMMONALITIES. Stabilize your current environment by ensuring that everyone feels valued and is united in a shared purpose – when this is compelling enough, differences are transcended. Take this further by helping your staff see each other as human beings, rather than simply human “doings.” Create opportunities for people to talk and socialize together beyond their work duties, around issues that apply to a broad range of people. Topics like parenting, providing care for an aging parent, coping with illness and death, and financial management help people to realize that we’re all in this thing called life together.

WORK WITH YOUR GROUP TO DEVELOP YOUR OWN “BUSINESS CASE.” Saying that a culture of inclusion is simply a good thing to do or promising it will produce immediate business success will setrepparttar initiative up for failure. Change requires energy, and generic statements won’t provide you with enough fuel for your journey. Create discussion forums. After talking about what you believe is possible, invite people to talk about their ideas, values, concerns and fears. Ask thought-provoking questions, such as: what might be possible if we didn’t put limits on people based on our own needs, perspectives, fears, and comfort zones? What do we need so everybody can thrive here?

RE-EVALUATE EXISTING SYSTEMS AND BUILD NEW ONES. Once your staff understandsrepparttar 119446 potential benefits to creating a culture of inclusion -- increased staff morale and more innovation powered by diverse perspectives to name but two -- you’re ready to enterrepparttar 119447 fire. Use this as an opportunity to review processes in your organization, like hiring practices, sourcing your goods and materials, marketing, meeting management, mentoring, and compensation. Leave no stone unturned. Just because that system, language, or set of decisions used to serverepparttar 119448 organization well doesn’t mean it continues to do so. Then, figure out what new efforts are needed to get you where you want to go.

Our work world hasrepparttar 119449 capacity to closerepparttar 119450 gulfs that separate people – and demonstraterepparttar 119451 great value of doing so. Creating an inclusive culture requires first opening our own hearts and then extending invitations to others to do repparttar 119452 same. What we can count on is that our minds will follow. By showing up as willing students and teachers for each other, our wisdom and productivity increase exponentially. As business leaders, we must continue to consciously enterrepparttar 119453 “fire.” The rest ofrepparttar 119454 world is counting on us.

Learn more on this and other key management topics by visiting!

Susan J. Schutz founded Highest Vision in 1999. Highest Vision services – executive coaching, leadership development, and team building -- reflect her conviction that professionals can be attentive to their “bottom lines” while also creating lives worth living and businesses that contribute to the good of all. For a free subscription to VantagePoint, Highest Vision’s free E-zine, go to

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