The Leadership Imperative: Making Your Leadership Your Life

Written by Brent Filson


Continued from page 1

Here's a vision that you can carry with you forrepparttar rest of your career, forrepparttar 137036 rest of your life. I call itrepparttar 137037 Leadership Imperative.

I WILL LEAD PEOPLE IN SUCH A WAY THAT THEY NOT ONLY ACHIEVE THE RESULTS WE NEED BUT THEY ALSO BECOME BETTER AS PEOPLE AND AS LEADERS.

This vision has two parts: one is result-accomplishments andrepparttar 137038 other isrepparttar 137039 betterment ofrepparttar 137040 people.

You are never more powerful as a leader as when, in getting results, you are helping others be better than they are -- even better than thought they could be. Guided byrepparttar 137041 Leadership Imperative, you'll find thatrepparttar 137042 jobs you take on,repparttar 137043 career(s) you have, will, in terms of your doing well by them, take care of themselves.

However, vision alone is not enough. You must be dedicated to realizing it. Realizing this vision means living not an easy life for ourselves but a hard life for others.

There are many ways to make such realization happen, and it should be our life's journey to find them and put them into action. The point is that when you turnrepparttar 137044 focus of your ambitions away from yourself and toward other people, when you become truly ambitious for their success, your success will take care of itself.

How do we really let our leadership sink deeply into our life and change it and shape it throughout our lives? By dedicating ourselves to passionately realizingrepparttar 137045 Leadership Imperative.

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


Character: Is It Necessary In Leadership? (Part Two)

Written by Brent Filson


Continued from page 1

Get your values and your character right andrepparttar rest of leadership is a matter of details. After all, freedom isn't just in what you make happen, it's also in what you let happen.

Furthermore, haverepparttar 136917 character trait you are acting on be a solution to your audience's needs.

Putrepparttar 136918 character/solution intorepparttar 136919 soup of a results-challenge and then simply observe what cooks up. In other words, in a situation calling for results, act onrepparttar 136920 character trait you want to emphasize in this case, being always ready to forgive and observerepparttar 136921 results.

Of course, with this trait, your effort won't work unless there are hard feelings inrepparttar 136922 air, but finding someone exhibiting such feelings shouldn't be difficult if you're leading well. If your leadership challenges don't lead to some people feeling overburdened, you're not challenging them enough.

Take action with a group of people or an individual. You might say something like, "I know we've had hard feelings, and if there's blame to be handed out for causing them, you can look to me. But, asrepparttar 136923 first step in going afterrepparttar 136924 new results, let's start with a fresh slate."

When focusing on this particular character trait, it's important to avoid setting up conditions. Saying, for example, "If I do this, I expect you to do that" depreciatesrepparttar 136925 trait. Character should exist without conditions, in you and for you, regardless of outside influences such as other people's opinions. Otherwise, they wouldn't be lasting character traits, but changeable sensibilities.

When we're dealing with character and results, we can't expect to forcerepparttar 136926 results. Let them grow naturally out ofrepparttar 136927 interaction. It's like putting a seed crystal into a supersaturated solution. Givenrepparttar 136928 proper solution andrepparttar 136929 right tension, you get an organic eruption of crystals. That's why I emphasize that you should understand and acquirerepparttar 136930 power of being be an observer.

Focus on puttingrepparttar 136931 trait into action as a solution forrepparttar 136932 needs of your cause leaders in order to increase results.

Remember,repparttar 136933 trait of always being ready to forgive is just one of many you can work on. No matter which trait you're developing, userepparttar 136934 process I've just described to manifest it for results.

Inrepparttar 136935 long run,repparttar 136936 important thing about leadership is not what we achieve but who we become in our achievements. A focus on our character, not only forrepparttar 136937 sake of character itself but also forrepparttar 136938 kinds of results character engenders, will make that becoming a treasure of our lives.

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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