Having FUN In Leadership

Written by Richard Gorham

”Don't measure your life by your goals, but rather by what you are DOING to achieve them.” –Unknown

One ofrepparttar biggest mistakes leaders make is getting so wrapped up in achieving results, they forget to ensure that people are having fun alongrepparttar 119476 way. Indeed, having fun is a key ingredient of keeping employee morale up, and inspiring people to continue to work aggressively toward a common set of objectives.

We here at Leadership-Tools.com were recently discussingrepparttar 119477 subject of inspirational leadership. Although our discussion took many detours into various subject areas, we found ourselves returning torepparttar 119478 basic concept of - having FUN inrepparttar 119479 workplace.

As a leader, you might be thinking that "FUN" is important, but it cannot be paramount in terms of achieving results.

We challenge you, however, to not just think of having in terms ofrepparttar 119480 "webster" definition.

As a leader, YOU need to define fun, and communicate YOUR definition of fun to your team.

First, let us layrepparttar 119481 foundation with a bit of "FUN - philosophy" as we work toward our own definition of "Leadership Fun inrepparttar 119482 Workplace".

We believe there is a huge difference between highly successful leaders and those leaders who are working incredibly hard, but not quite achievingrepparttar 119483 same level of results. The difference, we believe, is in leadership styles. What do we mean?

The highly successful leader today facilitates, leads by example, encourages and participates with their team members to achieve TEAM results.

Whenrepparttar 119484 entire team feels fully engaged and a part ofrepparttar 119485 process, then every team member takes personal pride in achievingrepparttar 119486 results.

Having FUN alongrepparttar 119487 way supports engagement of each team member. Think about it, being "engaged" is fun.

Ringing Doorbells Without Howitzers

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 119475 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: 700 =========================================== Summary: Reducing costs through wholesale layoffs may provide quick hits on balance sheets, but its clumsy blows can disrupt operations. Brent Filson shows operations leaders a surprisingly more effective way to achieve cost reductions as well as enhanced efficiencies. =========================================== Ringing Doorbells Without Howitzers by Brent Filson

Many operations leaders have been there, done that with re-engineering. And they report, in effect, thatrepparttar 119476 process is like ringing a doorbell with a howitzer shell.

Reducing costs through wholesale layoffs ostensibly tied to ultimate results provides quick hits on balance sheets, but its clumsy blows can raise hell with operations.

Operational results can be achieved consistently with precision and power not when people are taken out ofrepparttar 119477 organization but instead put back in.

"Putting people in" doesn't mean adding headcount but instead putting people intorepparttar 119478 mix of vital factors that contribute to operations results — having power with people, not over people.

Just as we're supposed to use only a fraction of our brains' capabilities, so I'm convinced, working with businesses in major industries, that few organizations come close to achieving their potential operational results.

That's because many operations leaders ignore one ofrepparttar 119479 most important aspects of operational effectiveness:repparttar 119480 human heart.

When I speak ofrepparttar 119481 heart, I speak of that intuitive, emotional, feeling aspect of all of us.

No question: It's not just technology and equipment that drives operational success. It's employees. Clearly, they must be skilled and knowledgeable, but they also must be emotionally committed to their work. They must be motivated.

Yet most operational strategies and programs focus on rational not emotional/motivational considerations and so let great opportunities slip away.

To understand how quantum leaps in results can be achieved, far beyond re-engineering's capabilities, let's view operations three big drivers —— cost-reduction, productivity and efficiency — in terms of motivational factors.

Cost-reduction: Operations founder when they fail to achieve continuous cost-reductions. A leader of a world manufacturing organization told me, "One of my most tenacious leadership challenges is motivating employees to never stop getting costs out of our plants and processes."

Lesson: Cost-reduction is a leadership issue. It's an issue in which leaders don't order people to do a job but motivate those people to want to dorepparttar 119482 job. It's inrepparttar 119483 realm of want to that significant cost reductions take place.

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