The Four Laws Of Leadership (Part One)

Written by Brent Filson

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Summary: The best leadership is motivational. Butrepparttar 119409 author contends that most leaders misunderstand motivation. In this two part article, he describes four laws of motivation that will help you be a better motivational leader.

The Four Laws Of Leadership. (Part One) by Brent Filson

Leadership is motivational or it's stumbling inrepparttar 119410 dark. After all, isn't it more effective to have people want to go from point A to point B instead of to be ordered to go from A to B?

The ability to instill "want to" in others, to motivate them, marksrepparttar 119411 difference between average leaders and great leaders.

But many leaders misunderstandrepparttar 119412 true meaning of motivation. And if you misunderstand its meaning, you can't make it happen. Breakrepparttar 119413 laws, and you'll fail to motivate people. Or you may motivate them -- but motivate them against you.

Here are four "laws" of motivation that you must adhere to if you want to consistently motivate people to get great results.

First, let's be clear about what motivation is. The word derives fromrepparttar 119414 Latin root "to move." Motivation involves movement; yetrepparttar 119415 Latin root indicates it's not just movement but also "that which triggers movement." Don't get me wrong. I'm not counting angels onrepparttar 119416 head of a pin. This subtle double meaning inrepparttar 119417 very root ofrepparttar 119418 word motivation represents a manifest leadership lesson for you.

This lesson can be understood withinrepparttar 119419 context ofrepparttar 119420 four laws of motivation.

Law 1. Motivation is physical action. Note thatrepparttar 119421 first two letters ofrepparttar 119422 word arerepparttar 119423 first two letters of words such as "motor", "movement", "momentum", "motion". Those words denote physical action. Motivation isn't what people think or feel but what they physically do. Furthermore, it is not simply engaging in physical action but also preparing for physical action. In other words, there is action and also that which triggersrepparttar 119424 action.

Procrastination and JDI!

Written by Martin Haworth

Getting better information makes forrepparttar more correct decisions. Yetrepparttar 119407 fear of 'getting it wrong' sometimes means that we use collating information and all sorts of other seemingly completely valid tactics as a good excuse for being slow to decide.

In a management role procrastination can seriously hold back progress and demotivate individuals and teams who, full of innovation and drive to move forward, get frustrated and confused when action is held up.

There are a number of steps that will helprepparttar 119408 procrastinating manager.

  1. Firstly, recognise it is a good and reasonable defence mechanism, which relates torepparttar 119409 things which might have occurred inrepparttar 119410 past. A hurried decision which might have had an unsatisfactory and upsetting result.

    It is part of your character and maybe just a little too strong a behaviour for those who are around you. It can often be a great asset if you are surrounded by 'gung-ho' types who just go for things - there is value in caution and it is all relative!

  2. Secondly. Get Real! Many ofrepparttar 119411 'Fear' writings, such as 'Feelrepparttar 119412 Fear and Do it Anyway' by Susan Jeffers and 'How to Stop Worrying and Start Living' by Dale Carnegie, extolrepparttar 119413 virtues of realistically assessingrepparttar 119414 potential downsides. Often, asking yourself 'What isrepparttar 119415 worst that could possibly happen here?', gets you able to see how unlikely your decision is to be life-threatening. So have a think and be realistic - then do it!

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