A Lasting Leadership Lesson: George Washington's Greatest Leadership Talk

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119458 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 745

Summary: The most important victory ofrepparttar 119459 Revolutionary War was not achieved at Saratoga or Yorktown, but in a log hut in 1783 when George Washington put an end to a rebellion by his troops by giving a soft-spoken "Leadership Talk".

A Lasting Leadership Lesson: How One Leadership Talk By George Washington Saved The Revolution (And Our Fledgling Nation) From Catastrophe. By Brent Filson

Leadership lessons come in many guises. One unforgettable lesson comes from George Washington and his contribution torepparttar 119460 most important victory ofrepparttar 119461 Revolutionary War.

That victory occurred neither at Saratoga or Yorktown but in a log hut in 1783 with a few heartfelt words that literally changedrepparttar 119462 world. And it's not just a history lesson, it's a leadership lesson -- for all leaders.

To realize what took place in that hut and its historical importance, we must understand what a Leadership Talk is and what was at stake at that moment in 1783 for America?

As torepparttar 119463 Leadership Talk: There's a big difference between speeches/presentations on one hand and Leadership Talks onrepparttar 119464 other. Whereas a speech or a presentation communicates information, Leadership Talks do something more: It establishes a deep, human, emotional connection withrepparttar 119465 audience.

The Leadership Talk is a much more effective means of leadership communication. If Washington hadn't given a Leadership Talk inrepparttar 119466 log hut with this assembled officers, who were onrepparttar 119467 verge of revolt,repparttar 119468 Revolution would have ended right then and there; andrepparttar 119469 history of America would have been far different.

As to what was at stake at that moment in history: This occurred a year and a half afterrepparttar 119470 battle of Yorktown. Popular misconception hasrepparttar 119471 Revolutionary War ending at that battle. However, in reality,repparttar 119472 War continued to drag on; and as it did,repparttar 119473 Continental Army became increasingly rebellious. Most ofrepparttar 119474 troops hadn't been paid in at least two years. Their promised pensions were not forthcoming. Popular sentiment inrepparttar 119475 army was gathering to overthrowrepparttar 119476 Continental Congress and install a military government.

Onrepparttar 119477 ides of March in 1783, dozens of officers, representing every company inrepparttar 119478 army, met in a log hut to vote on taking this action when George Washington suddenly and unexpectedly walked in. He gave a speech denouncingrepparttar 119479 rebellious course they were on. But it wasn'trepparttar 119480 speech that carriedrepparttar 119481 day; it wasrepparttar 119482 Leadership Talk atrepparttar 119483 end ofrepparttar 119484 speech. Witnesses report that Washington's speech left many officers unconvinced, and when he was finished, there was much angry muttering among them. To bolster his case,repparttar 119485 general pulled out a letter he recently received from a member ofrepparttar 119486 Continental Congress. As he began reading, his usual confident air gave way to hesitancy.

Improve Your Bottom Line, Benefit From Employee Ideas

Written by Chuck Yorke

Customers want our products and services to be better, delivered faster, and produced less expensively. This means that everything we do needs to be improved. To stay competitive in this world we have to be better then we were last year and we should be prepared to be better next year. We must continuously improve. Engaged employees can show usrepparttar way. All employees can be thinking about how to reduce costs, looking at safety issues, reducing wastes and improvingrepparttar 119457 environment, while atrepparttar 119458 same time developing skills to identify, articulate and communicate those kinds of things.

The Gallup Organization has studied thousands of companies and surveyed millions of employees. Their research has shown that very few employees are engaged and that a relatively small increase inrepparttar 119459 amount of engaged workers can reap great benefits for a company.

Atrepparttar 119460 lowest level, engaged employees help a company stay in business and at a higher level employees start thinking about how they can improve themselves. They can take some ownership over their job; and also over their own development. It starts people thinking in new and different ways aboutrepparttar 119461 things they do.

Inrepparttar 119462 book, “First, Break Allrepparttar 119463 Rules” by Marcus Buckingham and Curt Coffman from Gallup, it is noted thatrepparttar 119464 manager, not anything or anyone else, was most critical in building a strong workforce. A lot of companies struggle with leadership skills, communications interaction, and improving management skills. We are now undergoing a paradigm shift as many organizations are beginning to realize that management’s job is to supportrepparttar 119465 people doingrepparttar 119466 work as opposed to dictating how to dorepparttar 119467 work.

Cont'd on page 2 ==>
ImproveHomeLife.com © 2005
Terms of Use