Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part Two)

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 137398 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: 811

Summary: The author asserts there are two kinds of results leaders achieve, standard results and deep results. All leaders know what standard results are, but few leaders know what deep results are. Inrepparttar 137399 long run, standard results, though necessary, are far less important than deep results.

Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part Two) by Brent Filson

How does one go about getting deep results? There are many paths up this mountain. But one path is straight and steep and clear. That isrepparttar 137400 path ofrepparttar 137401 Leadership Imperative.


The Imperative has two parts: one is results-accomplishments andrepparttar 137402 other is self betterment.

You are never more powerful as a leader as when, in getting results, you are helping others be better than they are -- even better than thought they could be. Guided byrepparttar 137403 Leadership Imperative, you'll find yourself realizing deep results.

Deep results are not a measurement or a direction. They are not a central purpose. They are a process of being. They are not something achieved. They are an achieving — taking place not at a special place in a special time but at every place at all times.

You are deep results before you know that you are. Though deep results are easy, though often they do not come easily.

We are this mind/body in this space/time continuum. We know that. But to realize it, we must live it. To live it, we must seek it in our living. And that knowing and living and seeking is deep results.

The task that we shoulder reveals our heart torepparttar 137404 world. Deep results show our soul torepparttar 137405 world.

Examples of deep results:

--Withrepparttar 137406 disasters ofrepparttar 137407 Franco-Prussia War tumbling down upon Paris, a remarkable event took place,repparttar 137408 word of which spread like wildfire throughrepparttar 137409 city. The great author Victor Hugo, exiled for 19 years, had come back to Paris. Traveling through German lines, throughrepparttar 137410 war-ravaged countryside, he had come intorepparttar 137411 city on virtuallyrepparttar 137412 last train. He had come to sharerepparttar 137413 sufferings withrepparttar 137414 Parisians in their darkest hour when his arriving meant virtual imprisonment inrepparttar 137415 city. Throngs gathered atrepparttar 137416 station to applaud him. One man shouted overrepparttar 137417 crowd, "If defeat brings us Victor Hugo, we couldn't be better rewarded!" – deep results.

Coaching Skills for Peers: Extending Influence

Written by CMOE Development Team

Many people think of coaching solely as a management technique. Although coaching skills provide managers withrepparttar means to get business results while creating solid relationships,repparttar 137165 value of coaching in other arenas is often overlooked. Utilizing coaching skills is also beneficial when cooperating and collaborating with others, developing influence withinrepparttar 137166 organization, and getting effective business results.

Peer coaching is not a new idea, but is not widely practiced. In fact, there are significant barriers to its effective use. In some organizations,repparttar 137167 “command-and-control” style of management is so entrenched that position power seems to berepparttar 137168 only lever available to get others to consider a request.

More and more, though, organizations are flattening out, abandoning a rigid hierarchy, and encouraging people to come together across boundaries, divisions, and departments to unite efforts and talents in ways that may not have been possible before. Eliminating territorial attitudes and interdepartmental rivalries, and encouraging teamwork provides for endless possibilities.

Peer coaching requires many ofrepparttar 137169 same coaching skills that managers utilize when coaching Representatives. However, peer coaching also demands a special sensitivity to relative situations. For example, a manager may address an issue directly: “John, I need to get some numbers from you onrepparttar 137170 Simpson project.”

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