Your Ultimate Leadership Feedback Loop: Their Leadership

Written by Brent Filson


Continued from page 1

Such leadership might entail: -- takingrepparttar initiative to order and manage supplies, -- evaluatingrepparttar 140059 job results and raising those results to ever higher levels, -- having floor sweeping be an integral part ofrepparttar 140060 general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a "floor sweeping esprit"that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals.

Otherwise, in a "doing" mode, one simply pushes a broom.

You may say, "Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!"

Could be. But my point is that applying leadership to a task changesrepparttar 140061 expectations ofrepparttar 140062 task. It even changesrepparttar 140063 task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.

Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task.

This gets back torepparttar 140064 key measurement of your leadership. Your leadership should best be measured not by your leadership but byrepparttar 140065 leadership ofrepparttar 140066 people you lead.

Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, userepparttar 140067 veto sparingly. Cultivate your confidence and their confidence in their leadership.

When you evaluaterepparttar 140068 effectiveness of your leadership byrepparttar 140069 feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow.

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 http://www.actionleadership.com


In Leadership, Dreams Are The Stuff That Great Results Are Made Of

Written by Brent Filson


Continued from page 1

Dreams are not fantasies. Going torepparttar mountain may be a dream. Standing onrepparttar 139188 mountain may be a dream. Onrepparttar 139189 other hand, havingrepparttar 139190 mountain come to us is a fantasy. Dreams can be realized, fantasies can't. Focus on dreams, on what is objectively achievable, not on fantasies.

Dreams are positive, uplifting. The Old English word "dream" means "joy, music, and noise-making." But that positive, inspirational quality can have negative effects on an organization.

Negative dreams can damage an organization. For instance, union/management issues are often particularly inflammatory because of conflicting dreams, of both sides seeingrepparttar 139191 other as "the enemy." Your audience wanting to go back torepparttar 139192 "good old days" can be a negative dream. Only a trusted leader can help people reshape their dreams.

Most people have a dream for their life and work. Even people in abject circumstances, such as prisons and concentration camps, dream of a fulfilling existence beyond their present circumstances. If they lose their dreams, they lose an essential quality of their humanity.

People won't be transformed by your leadership if you have a low opinion of and low expectations for their dream and/or if they are convinced that you can't help them attain that dream.

Many people don't consciously realize what they dream. But that doesn't mean that they are not influenced by their subconscious dream. A subconscious dream can motivate people to act without their clearly understanding why they are acting. Haverepparttar 139193 people you lead be fully conscious ofrepparttar 139194 content and meaning of their dream or risk having your organization's activities be impeded by a dimly perceived yet none-the-less potent dream.

Each dream has a price. It's one thing to think it. It's another thing to do it. Knowrepparttar 139195 price people will have to pay to attain their dream. Have them understandrepparttar 139196 price.

As a leader, dream withrepparttar 139197 people! Without hitching our wagons to stars,repparttar 139198 wagons andrepparttar 139199 stars lose their true meaning in our lives.

Dreams give meaning to emotion and purpose to action. People who believe they're living their dream see their jobs as part of a higher cause and will work accordingly. Conversely, people who see their jobs as antithetical to their dream, may see that work as oppressive; and they too will work accordingly.

Dreams are supreme reality. Dream graffiti on a Paris wall duringrepparttar 139200 1968 student rebellion said, "Be realistic: Dorepparttar 139201 impossible!"

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 is founder and president of The Filson Leadership Group, Inc. and for more than 20 years 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 http://www.actionleadership.com

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 is 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 http://www.actionleadership.com


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