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

Using PMS – The Productivity Management System™ to Discover What You Want in Business and in Life

Written by Heidi Richards, MS

Continued from page 1

If you could travel anywhere inrepparttar world, where would you go and why?

What would you most like to be doing at this very minute? Where would you like to be?

What is most important to you; family, career, health, community, personal development, education, spiritual development, enlightenment? The answer to this question will help you prioritizerepparttar 136356 list in question six.

What, if any, bad habits would you like to quit?

What possessions would you most like to have (new car, house, etc.)?

In what type of adventures would you like to participate most (racing, backpacking, skydiving, etc.)?

Whom would you most like to meet during your lifetime?

Discoveringrepparttar 136357 answers to these questions will help you develop your life plan and categorize your goals list. You will be able to crystallize those things that are most important to you. Goal planning is a skill that requires practice to be effective. To be successful at planning and achieving goals requires a system. And developing your own system could take you years of time, research and resources. That is whyrepparttar 136358 PMS – Productivity Management System™ was created, to help you create and achieve your goals in less time. The article is based onrepparttar 136359 PMS – Productivity Management System™ a system that was developed to help you set and accomplish your life’s goals. When you joinrepparttar 136360 Women’s ECommerce Association, International, you getrepparttar 136361 complete system includingrepparttar 136362 PMS/LAF™ Life Areas Focus Chart – based uponrepparttar 136363 steps referenced in this article. Go to – Basic membership is FREE.

© 2005 - Heidi Richards

Heidi Richards is the author of The PMS Principles, Powerful Marketing Strategies to Grow Your Business and 7 other books. She is also the Founder & CEO of the Women’s ECommerce Association, International (pronounced wee-kī) – an Internet organization that “Helps Women Do Business on the WEB.” Basic Membership is FREE. Ms. Richards can be reached at or

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