In Leadership, The Eight Ways Of Right Action. (Part 2)

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 142208 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 687

Summary: Results don't happen unless people take action. But there are right and wrong ways to take action. Here are eight ways of right action that every leader must challengerepparttar 142209 people they lead to take.

In Leadership, The Eight Ways Of Right Action. (Part 2) by Brent Filson

In Part 1, I said that leaders who can't have people take right action are ineffective, and I listed four ofrepparttar 142210 eight ways of right action. In Part 2, I'll describerepparttar 142211 remaining four ways.

Action must be: (5) LINKED TO NEED. The people's needs are their reality. If you are an order leader, you clearly do not have to know their needs. You simply exhibit a my-way-or-the-highway attitude. But if you want to motivate them to take action, you need to understand that reality. Because their motivation is not your choice, it's their choice. Your role is to communicate, their role is to motivate, to motivate themselves. It's their choice. It's not yours. So their needs are not only their reality, inrepparttar 142212 leadership equation, their needs arerepparttar 142213 only reality. They don't care about your needs. They don't care about your reality. They only care about their reality. Tierepparttar 142214 action you want them to take to THEIR NEEDS, not yours. Which means of course that you have to clearly identify their needs.

(6) URGENT: Patience is a virtue, but it can also be a tender trap. Urgency is a results-multiplier. A Roman centurion saidrepparttar 142215 secret to instilling urgency inrepparttar 142216 troops was summed up in two words, "hit them." His credo lives today inrepparttar 142217 order leader -- not necessarily in a physical sense but more importantly in a psychological sense. But trying to gain urgency through "hit them" is far less effective than having urgency come fromrepparttar 142218 people's internal motivation. Here's a process to have people take urgent action: IDENTIFY THEIR NEEDS, SEE THE PROBLEMS IN THEIR NEEDS, AND HAVE THEIR TAKING ACTION PROVIDE SOLUTIONS TO THOSE PROBLEMS.

Management Skills: Positive Reinforcement in the Workplace

Written by Dina Giolitto,

Most people just want to be appreciated. If you're a manager, that's something to seriously think about as you setrepparttar tone for maximum productivity.

Ever work for someone who preferred a 'bullying and intimidation' managerial style? This type of bullying doesn't involve spitballs and shiners inrepparttar 142207 schoolyard, but it might as well because it producesrepparttar 142208 same feelings of inferiority, worthlessness and mistrust among peers. It turns workers disloyal, dishonest, and downright disgusted. The bullying managerial style is way out of fashion, and for a reason: it doesn't work! What DOES work? Positive reinforcement. Why? When you reward your workers, they perform better.

Ever notice how every big company works in 'teams' these days? The notion ofrepparttar 142209 corporate team model was dreamed up by someone who realized that all folks really want is to be appreciated for their talent and ability. If you team up four or five well-selected people, each with a unique, highly-developed skill; cheer them on and reward them for all their accomplishments... what you're going to get is some jacked-up productivity and a stellar team that will follow you torepparttar 142210 ends ofrepparttar 142211 earth.

What are some ways to let your team members know how much they're valued; and in doing so, spur them on to success?

Accentuaterepparttar 142212 positive. Is there a way that you can put a positive spin on a negative criticism? As a manager, this is such an important skill. Let's sayrepparttar 142213 writer you recently brought on board isn't 'catching on' torepparttar 142214 company's prescribed way of creating headlines. You may feel frustrated and tempted to chastise this person, but what will a thoughtless reprimand do for her productivity inrepparttar 142215 long run? Instead, soften your critique and infuse it with a positive message, maybe something like, "You did a great job catching all of those typos but I'd love for you to give me a couple more headline options before we hand this in." Tread lightly on those fragile young egos; pride is such a delicate thing!

Openrepparttar 142216 lines of communication. As a manager, you're busy dealing with people onrepparttar 142217 outside, which means you may not always be aware of what goes on behindrepparttar 142218 scenes. Encourage group discussions where your workers can air their grievances. When there's a conflict, let your employees hash it out while you act asrepparttar 142219 calm and rational mediator. Sometimes all it takes is a few words hittingrepparttar 142220 air to clear up a misunderstanding. If you give your people a little more control andrepparttar 142221 benefit ofrepparttar 142222 doubt, they'll feel appreciated, depended on, and willing to go that extra mile.

Always play fair. A biased judge can't make objective decisions forrepparttar 142223 good ofrepparttar 142224 group. You may feel more personally connected to one team member over another, but how is that relevant torepparttar 142225 job at hand? It isn't! Just because you were chumming around onrepparttar 142226 golf course with Chad last week doesn't mean his poor performance should go unnoticed at review time. And even though Nerdy Nancy says things at lunch that make you cringe, it doesn't give yourepparttar 142227 right to criticize her onrepparttar 142228 job when she's doing everything correctly. If you show favoritism, your workers WILL notice... and this will make them feel EXTREMELY unappreciated. So play fair, coach!

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