The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One)

Written by Brent Filson


Continued from page 1

Generally, people learn in two ways throughrepparttar intellect and through experience. In our school system,repparttar 136429 former predominates, but it'srepparttar 136430 latter that is most powerful in terms of inducing a deep sharing of emotions and ideas, because our experiences, which can be life's teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling. Which do you remember most, your book learning or your experiences, your interactions with teachers and students? In most cases, people say their experiences maderepparttar 136431 strongest impressions on them; they remembered them long after book knowledge had faded.

This is whererepparttar 136432 defining moment comes in. Its function is simple: to provide a communion of experience with you andrepparttar 136433 people you lead, so those people will be as motivated as you are to meetrepparttar 136434 challenges you face.

The process of developing a defining moment is simple, too: put a particular experience of yours, a defining moment, into sharp focus, and then transmit that focused experience intorepparttar 136435 hearts ofrepparttar 136436 audience so they feelrepparttar 136437 experience as theirs. Out of that shared feeling they can be ardently motivated to take action for results. It's easy, and it's a game changer.

But if you don't getrepparttar 136438 defining moment right, it can backfire. In fact, you could wind up having people motivated against you. So follow carefully as I show yourepparttar 136439 precise steps in developing and transmitting defining moments.

Takerepparttar 136440 first step in masteringrepparttar 136441 defining moment. Review experiences from your past. Don't try to figure out how to use them or how they relate to developing and communicating a defining moment.

They needn't be wrenching, shattering experiences; everyday experiences will do. They don't need to have taken place recently; you might want to look back upon experiences from your youth. Finally, they don't need to have taken place in an organizational context. Look at every aspect of your life. Any of your experiences, at any time, anywhere, can make a good defining moment.

Make sure, however, that it is your experience (I'll say more about this in Part Two.) and be aware ofrepparttar 136442 difference between personal and private experiences. Usually, our personal experiences are those we can share with others, and our private experiences are those we want to keep to ourselves. The dividing line between personal and private is embarrassment. If you would in any way be embarrassed talking aboutrepparttar 136443 experience with others don't use it.

In Part Two, I will show you how to put together a defining moment to communicate.



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


The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part Two)

Written by Brent Filson


Continued from page 1

Don't expectrepparttar defining moment to automatically generate that communion. Often, it simply marks a small step you're taking in that direction. But that step isrepparttar 136428 very core ofrepparttar 136429 right beginning.

2. Identifyrepparttar 136430 needs ofrepparttar 136431 audience. This is absolutely crucial to usingrepparttar 136432 defining moment. The defining moment is all about human relationships, and you cannot have a rich relationship with someone unless and until you understand their needs.

3. Once you've chosen an audience and identified their needs, go back and select one ofrepparttar 136433 EXPERIENCES you wrote about.

At this point, don't try to connect that experience to what you are going to say to your audience. We'll make that connection later. Many speakers try prematurely to makerepparttar 136434 connection. In doing so, they short-circuitrepparttar 136435 power ofrepparttar 136436 defining moment. Hold off on makingrepparttar 136437 connection until we've gone through a few more steps.

4. Take each experience and identifyrepparttar 136438 physical facts that gave yourepparttar 136439 emotion. In my father's case, it was his hand squeezing mine and his smile and gentle words, "... even I have opportunities."

5. Haverepparttar 136440 experience be a solution torepparttar 136441 needs of your audience. That solution lies inrepparttar 136442 lessonrepparttar 136443 defining moment teaches.

Here isrepparttar 136444 secret: The defining moment exists not for you to point out what you did, but for you to point out whatrepparttar 136445 audience can do. In other words, your defining moment must become their defining moment. If it doesn't become their defining moment, it doesn't work. Take, for example, my defining moment with my father. Allrepparttar 136446 leaders I've worked with need to get more results than they're presently getting. In fact,repparttar 136447 leader who is satisfied withrepparttar 136448 results he or she is getting doesn't need my help. My methods are not forrepparttar 136449 satisfied leader. To an audience that needs to get more results, I talk about opportunity,repparttar 136450 opportunity to get results. Results are limitless!

When I talk to audiences about such opportunities, I use that defining moment. I say, "What I'm about to tell you isn't so much about me as it is about you andrepparttar 136451 unlimited opportunities to get results." That introduction is vital. It confirms that our interaction is about them and not about me. When my father's words resonate with their deepest needs,repparttar 136452 defining moment works. Otherwise, it's a waste of their time.

6. Speak to your audience about your defining moment. Make sure it holds a solution to their needs. Don't have your defining moment stick out awkwardly in your interaction. Have it be a spontaneous, seamless communication said in a natural, relaxed way.

As a leader, you do nothing more important than get results. Andrepparttar 136453 best way for you to get results is not to have people respond to your orders but to motivate them to be your ardent cause leaders. We never know how good we are as leaders unless we are motivating people to be better than they think they are. The defining moment goes a long way in helping make that motivation possible.

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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