In Leadership, The Critical Convergence Drives Great Results

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 141681 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 566

Summary: Leaders can achieve more results if they create an environment in which people are ardently committed torepparttar 141682 leaders' cause. A key factor in creating this environment is developing a critical convergence,repparttar 141683 joining of leaders' enthusiasms andrepparttar 141684 people's into a single force for success.

In Leadership, The Critical Convergence Drives Great Results by Brent Filson

The Leader's Fallacy lives! We subscribe torepparttar 141685 Fallacy when we believe our enthusiasm over a particular leadership challenge is automatically reciprocated byrepparttar 141686 people we lead.

If ignorance is bliss then leaders going around blithely adhering torepparttar 141687 Leader's Fallacy have corneredrepparttar 141688 market on happiness.

The truth is, it's more realistic to believe in INVERSE RECIPROCITY: i.e., whatever motivates you, "DE-motivates"repparttar 141689 people.

That's especially so for leaders who are trying to motivate people to meet extraordinary challenges.

You'll never know how good you are as a leader unless you are motivating others to be better than they think they are. In that endeavor, you'll inevitably get at least some ofrepparttar 141690 people angry.

Most people are settled into a comfortable status quo and resist and resent being challenged to break out.

But if you aim to get great results, people not only have to be pushed but more importantly, they must be challenged to push themselves.

So, if you're not getting some people angry with you overrepparttar 141691 pushing, you're doing something wrong as a leader, you're not challenging people enough.

This doesn't mean you can't or shouldn't haverepparttar 141692 people share in your enthusiasms. You must. That sharing is called CRITICAL CONFLUENCE,repparttar 141693 joining of your enthusiasms and theirs so they are as enthusiastic as you about meetingrepparttar 141694 challenges you face. Until a critical confluence happens, you can't get great results consistently.


Written by CMOE Development Team

Coaching employees on sensitive and personal topics like performance or contribution torepparttar organization can be as difficult and agonizing as telling a young son or daughter about sex forrepparttar 141659 first time. You end up playingrepparttar 141660 same mental games in your head over and over again: “What should they be told? How much do they already know? (Or how much do they want me to think they know?) How much detail should I go into?” If you are unable to answer any of these penetrating questions, you tend to putrepparttar 141661 task off for another six months. Eventually, you discoverrepparttar 141662 harsh reality that there is very little they are unaware of, but a lot they don’t know.

Nearly everyone feels uncomfortable when coaching employees, yet few are willing to admit that they feel ambivalent or inadequate. Many leaders who say, with some pride, that they have no hesitation, often approachrepparttar 141663 job like a bulldozer (over aggressively). In fact, coaching employees is risky (you may lose control ofrepparttar 141664 situation), and you are vulnerable (you have to substantiate your case, and your leadership style may be questioned byrepparttar 141665 employee). Consequently you exaggerate your worst fears, you get uptight, you spendrepparttar 141666 night beforerepparttar 141667 discussion is to take place worrying, and you try to figure out ways to avoid or postpone it. But deep down, you know that this isn’t a helpful strategy.

Many leaders will rationalize thatrepparttar 141668 issue or concern isn’t worthrepparttar 141669 time or effort of a coaching session. But this comes back to haunt them later whenrepparttar 141670 employee’s work is put underrepparttar 141671 microscope of others (their boss, customers, regulatory agencies, etc.) whenrepparttar 141672 employees position is considered for advancement, at performance appraisal time, or duringrepparttar 141673 crucial high-exposure stages of an important project. At these time,repparttar 141674 earlier hesitation ends up directly costing bothrepparttar 141675 leader andrepparttar 141676 employee.

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