The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One)

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 136429 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: 770

Summary: Motivation is a critical aspect of leadership. But most leaders fail to realize practical processes to motivate people consistently. Here is a motivational-leadership tool to greatly increase your leadership effectiveness.

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One) by Brent Filson

Decades ago, as a rifle platoon commander inrepparttar 136430 Marines, I saw leaders who could motivate troops to do extraordinary things -- and leaders who couldn't getrepparttar 136431 troops to do much at all. I wondered what wasrepparttar 136432 difference betweenrepparttar 136433 successful and unsuccessful leaders; and if that difference be taught.

Those two questions have stayed with me throughout my civilian life as I have worked with thousands of leaders worldwide forrepparttar 136434 past 21 years.

Now, at last, I can say I've answered those questions. I've crackedrepparttar 136435 code.

The difference between successful and unsuccessful leaders isrepparttar 136436 successful ones are able to engage in deep, human, emotional relationships withrepparttar 136437 people they lead,repparttar 136438 unsuccessful ones don't. It's as simple as that, yet it's more complicated than you think.

The power of those relationships has been demonstrated sincerepparttar 136439 dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak fromrepparttar 136440 heart. In other words, deep, human, emotional relationships had to be constituted for great things to be accomplished.

Look at it this way: Leaders themselves must be motivated, that's an absolute truth. If you're not motivated, you shouldn't be a leader. Butrepparttar 136441 burning challenges in leadership are, Can you transfer your motivation to others so they are as motivated as you? And can you translate that motivation into great results? Great leaders successfully meet those challenges.

There are three ways to transfer your motivation to others. Give them information, make sense, and make your experience their experience.

The most powerful isrepparttar 136442 latter, having your experience become their experience. One way to make this happen is withrepparttar 136443 "defining moment" technique.

This entails havingrepparttar 136444 leader's experience becomerepparttar 136445 people's experience. It can berepparttar 136446 most effective method of all, because whenrepparttar 136447 speaker's experience becomesrepparttar 136448 audience's experience, a deep sharing of emotions and ideas, a communing, can take place.

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (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 136428 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: 1000

Summary: Motivation is a critical aspect of leadership. But most leaders fail to realize practical processes to motivate people consistently. Here is a motivational-leadership tool to greatly increase your leadership effectiveness.

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part Two) by Brent Filson

In Part One, I describedrepparttar 136429 importance of establishing deep, human connections with people you lead. I said there were three ways to do that, by communicating information, by making sense, and by having your experience become their experiences. By far,repparttar 136430 most important and most effective way, isrepparttar 136431 latter.

Now I'll show you how to make that happen by developing and communicating a defining moment.

Write down three to five of your EXPERIENCES that made a strong impression on you. Describe each in a few sentences or paragraphs. That's it. Do no more. The important thing now is to deliberately walk throughrepparttar 136432 sequence of defining-moment development. It's easy to get off track, but once you takerepparttar 136433 trouble to go throughrepparttar 136434 process, you'll have it for life.

For instance, an experience that defines much of what I do in leadership happened when my father lay on his deathbed. He and I had struggled for years over conflicting views of my career path, but when he got cancer,repparttar 136435 terrible disease led to a healing in our relationship, and forrepparttar 136436 first time in years, we were able to talk with affection and no recriminations. During a long discussion one afternoon a few weeks before he died, I told him that I felt I had run out of opportunities in my life.

His thin hand, which had been so broad until he became ill (He came from a family of hulking carpenters.) closed around mine, and he said, "Brent, how can you say that? Everyone has opportunities allrepparttar 136437 time. Look at me. Even me, here, on this bed even I have opportunities!"

I didn't think much about what he said until after he died, and then his words kept coming back to me. Sort of breaking open in my mind like psychological time-release capsules and releasing bits of understanding. I came to understand what he really meant. And I took that understanding into my life and work.

Since then, I have never lacked for opportunities simply because my father had me see that opportunities are never lacking nor have I allowedrepparttar 136438 leaders I've worked with to lack opportunities.

"Even I have opportunities" is a defining moment, an experience, one that led to profound awareness and purposeful action not for my sake, but forrepparttar 136439 sake ofrepparttar 136440 leaders I'm consulting with. Forrepparttar 136441 defining moment's purpose is not to illuminate what you can do, but what they can do. Now that you've written down some defining experiences, you can begin to change them into defining moments. The experience isrepparttar 136442 raw material;repparttar 136443 defining moment isrepparttar 136444 instrument, shaped fromrepparttar 136445 raw experience, that enables you to reach intorepparttar 136446 hearts ofrepparttar 136447 people you speak to and motivate them to take action to get results. 1. Select an audience to speak to. It can be one person or many. It can be someone at work, in your family, or in your social circle. This should be an important interaction. You don't simply want to communicate but to have a communion withrepparttar 136448 audience.

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