The Leadership Talk: The Most Powerful Leadership Tool Of All (part 1)

Written by Brent Filson


Continued from page 1

This too may seem like an obvious point, but it is a point many leaders miss as well. In leadership,repparttar greatest sin isrepparttar 105626 greatest treason, to getrepparttar 105627 right results forrepparttar 105628 wrong reasons.

For example, many leaders think that they can cost-cut their way to achieving a robust organization. Don't get me wrong: Cost-management should be an on-going effort in any organization, but to rely on it asrepparttar 105629 primary results-generator can lead to an organization being driven intorepparttar 105630 ground. Achieving "more, faster, continually" means going beyond an exclusive focus on cost-cutting and getting results by tappingrepparttar 105631 heart of whatrepparttar 105632 organization is all about.

Andrepparttar 105633 heart of any organization is purpose and people:repparttar 105634 combination of its central purpose andrepparttar 105635 actions ofrepparttar 105636 people who manifest that purpose. Those people must be enlisted as cause leaders. Cause leaders do more than accomplish their jobs; they actually take leadership of those jobs and by doing so bring a special motivation, vision, and initiative torepparttar 105637 jobs.

Leadership is not position, it's performance. If you are a floor sweeper, say, you best accomplish your work not simply by doing floor sweeping but taking leadership of it: in other words, approachingrepparttar 105638 job withrepparttar 105639 distinctive initiative, care, and commitment that leadership entails.

These two essential premises begrepparttar 105640 question, how do leaders get more results, faster results on a continual basis?

The answer is simple: throughrepparttar 105641 Leadership Talk.

The Leadership Talk is a powerful results-generator, mayberepparttar 105642 most powerful results-generator you'll ever use. It works through your interacting with people so that they become motivated to be your cause leader(s) in achieving more results faster, continually.

Leadership Talks can be formal ways of communicating but mostly they are informal. Unlike a speech, they are usually interactive. They can be delivered anywhere: at a conference table, over lunch, at a water cooler, across a desk. (One ofrepparttar 105643 best Leadership Talks I have witnessed was given by a plant supervisor to one of his team members at a company picnic while they sat onrepparttar 105644 back of a truck, sipping beers.) And in many cases, an effective Leadership Talk can be given when roles are reversed, whenrepparttar 105645 audience speaks torepparttar 105646 speaker.

Finally, thoughrepparttar 105647 methodologies I've developed for The Leadership Talk are new, its roots go back intorepparttar 105648 mists of history. Throughout history, when people needed to accomplish great endeavors, one thing had to happen, a leader had to gather them together and speak fromrepparttar 105649 heart. That leader had to give a Leadership Talk.

Inrepparttar 105650 next two parts, I'll describerepparttar 105651 essential elements ofrepparttar 105652 Leadership Talk, so you can start developing and delivering them right away.

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. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com. For more on the Leadership Talk: http://www.theleadershiptalk.com


The 20/60/20 Rule Of Leadership. Don't Go Solving The Wrong Problems

Written by Brent Filson


Continued from page 1

How does this rule help you focus you onrepparttar right problem? For one thing, it gives you a template of where to put your time and resources.

I wish I had known aboutrepparttar 105625 20/60/20 rule early in my leadership endeavors. Inrepparttar 105626 military and later in other venues, I often gave inordinate amount of attention to people atrepparttar 105627 intractable end. That people were upset with me and my leadership andrepparttar 105628 direction I wanted to take organizations upset me more than it should have.

I did not know that if you are not getting a portion ofrepparttar 105629 people upset with you, you are not challenging them enough as a leader. I did not know thatrepparttar 105630 anger ofrepparttar 105631 people you lead isrepparttar 105632 door prize of leadership.

Applyrepparttar 105633 20/60/20 rule to a project you undertook inrepparttar 105634 past. (Remember, those are not exact percentages but approximations.) Which category did you focus your time, attention, and resources on? Was itrepparttar 105635 right category to do so? What would you do differently? How might you have moved people fromrepparttar 105636 intractable end torepparttar 105637 highly motivated end? How did you deal withrepparttar 105638 people inrepparttar 105639 middle,repparttar 105640 60 percent? What category demanded your best resources and efforts? What could you have done differently to improve your results?

What arerepparttar 105641 lessons you learned in applyingrepparttar 105642 rule to a past project? List at least three specific ones. Now applyrepparttar 105643 20/60/20 rule to a present leadership effort. This rule is about saving you time, money, and resources and getting you more results to boot. There are several ways to use it. First, as a straight up template.

How mightrepparttar 105644 lessons you learned in applyingrepparttar 105645 Rule to a past project now help you apply it to this present one?

Focus on one ofrepparttar 105646 three categories. How will you expend your time and resources? It does not matter which category you focus on. The importance ofrepparttar 105647 rule is that you haverepparttar 105648 option. Without this rule, most leaders scatter their focus.

Don't get caught applying diligent solutions torepparttar 105649 wrong problems. Applyrepparttar 105650 20/60/20 Rule, and you'll focus on gettingrepparttar 105651 right results inrepparttar 105652 right way atrepparttar 105653 right time.

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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