Written by CMOE Development Team

Introduction: “Whyrepparttar need for a transition”

Human beings generally thrive on personal achievements. True leaders, onrepparttar 138862 other hand, thrive onrepparttar 138863 achievements of their team members. Highly effective leaders guide, assist, and coach team members rather than dorepparttar 138864 work themselves. Successful leaders learn to trust others and spend time developing people. They often do not possess these abilities when they first assume a leadership position. These abilities develop over time. New leaders can create a rift with employees becauserepparttar 138865 leader may become too “hands on,” thus frustrating employees with too many controls and over supervision. The transition to leadership may also create some personal tension becauserepparttar 138866 leader’s self-worth now depends onrepparttar 138867 efforts of others. In short, a successful transition to leadership means leader’s have to shift their orientation and source of self-esteem, develop confidence in others and derive satisfaction from their achievements.

The Substance: “How to makerepparttar 138868 transition.”

Successful leaders re-define their need for power and control. Team members normally value a certain amount of freedom and autonomy. People want to influencerepparttar 138869 events around them and not be controlled by an over-bearing leader. When you arerepparttar 138870 individual contributor, close torepparttar 138871 work itself, you arerepparttar 138872 master in control of your circumstances; your personal performance has a big effect on your satisfaction and motivation. The situation is different when you become a leader. Your personal contribution is less direct; you often operate behindrepparttar 138873 scenes. Coaches work best fromrepparttar 138874 sidelines and during practice and intermission, not whenrepparttar 138875 lights are on andrepparttar 138876 game is under way. Leaders create frustration for everyone when they try to be involved in every project and expect team members to check-in before beginning every task. World-class leaders delegate. They learn to trust. This means giving up some control. Leaders learn to live withrepparttar 138877 risks and knowledge that someone else may do things a little differently. Every person is unique, and they will individualize certain aspects of their work. When leaders don’t empower and delegate, they can become ineffective and overwhelmed. In turn, team members feel underutilized and therefore less motivated.

Finally, leaders learn to transition in other critical ways. They learn how to live with occasional feelings of separation and people don’t always accept their decisions when faced with gut wrenching situations. Leaders have a view ofrepparttar 138878 big picture in mind. Butrepparttar 138879 challenge for leaders lies in balancingrepparttar 138880 needs of many stakeholders: owners, employees, customers, and community. Because of this challenge, team members can feel alienated when unpopular decisions must be made. Leadership can be hard. It is impossible to please everyone all ofrepparttar 138881 time. Whilerepparttar 138882 need for belonging and connecting withrepparttar 138883 group is important, leaders knowrepparttar 138884 mission and vision takes precedence. Sometimes a leader should make waves, champion change, and challenge people’s comfort zone. Leaders may not always relish conflict, but they are not afraid of it either. Leaders are guided by standards, principles, and core values. Leaders focus on what is right, not who is right.

Make The Elephant Jump -- Leading With A Kind Heart

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 138701 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. E-mail to:

Word count: 567

Summary: A leader who wants to consistently motivate people to meet tough challenges and achieve extraordinary results must have a kind heart.

Make The Elephant Jump -- Leading With A Kind Heart by Brent Filson

Leadership is not about getting people to do what they want. If they did what they want, you wouldn't be needed as a leader. Instead, leadership is about getting people to do what they don't want to do (or don't think they can do) – and be ardently committed to doing it.

This paradox lies atrepparttar 138702 heart of all great leadership.

Unlike management, which involves simplyrepparttar 138703 care and feeding of your organizational elephant, great leadership gets that elephant to jump.

Anyone who knows anything about elephants knows that they may run, they may stand on their hind legs, they may kneel on their fore legs, they may roll over; but they don't jump.

And that's what leadership is all about: getting organizations to do what they usually can't do, i.e., getting great results consistently.

Now, you can't dorepparttar 138704 jumping yourself. The elephant must do it. You can't pushrepparttar 138705 elephant intorepparttar 138706 air. It must jump of its own volition.

Makingrepparttar 138707 elephant jump involves cultivating a special relationship betweenrepparttar 138708 leader andrepparttar 138709 people ofrepparttar 138710 organization.

Many leaders misunderstand that relationship. They try to use fear and pain to spurrepparttar 138711 activity needed to achieve consistently great results. "Sure, I'll get this elephant to jump. Just give me a cattle prod!"

But inducing fear and pain are habit forming and ultimately destructive both torepparttar 138712 leader andrepparttar 138713 people.

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