The Leadership Talk: The Most Powerful Leadership Tool Of All (part 1)

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 105626 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: 879

Summary: The author asserts that presentations and speeches arerepparttar 105627 least effective means of leadership communication. There is a much more effective way:repparttar 105628 Leadership Talk. In this three part series, he describes underlying principles ofrepparttar 105629 Leadership Talk and ways to help develop and deliver it.

Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk (Part One) By Brent Filson

Leaders speak 15 to 20 times daily. You speak at meetings, you speak across their desks, you speak onrepparttar 105630 phone, you speak in e-mails, you speak at lunch, besiderepparttar 105631 water cooler, and on elevators, etc.

It's inrepparttar 105632 interaction of those speaking encounters, multiplied daily, month in and month out, year in and year out, that you become a successful leader or not.

If those encounters are defined by Leadership Talks instead of presentations/speeches,repparttar 105633 effectiveness of your leadership will be dramatically increased, not only in your job but in your career.

Here's why: There's a ladder of verbal persuasion. The lowest rungs (least effective)of which are presentations and speeches. Primarily, they communicate information.

Butrepparttar 105634 highest rung,repparttar 105635 most effective way to communicate as a leader, is throughrepparttar 105636 Leadership Talk.

The Leadership Talk not only communicates information. It does something much more. It has you establish a deep, human, emotional connection with people so important in motivating them to achieve results.

Once you understandrepparttar 105637 Leadership Talk, you'll find it's indispensable to your leadership. You'll never go back to giving presentations/speeches again.

I'm going to show you what it is and a few tips on using it. But first, let's understand this important point: If leaders don't measure up, it's often because they act underrepparttar 105638 wrong premises. Here are two golden leadership premises that drive The Leadership Talk.

Premise one. Leadership is about one thing only, getting results, however you define and measure them. If you're not getting results, you're not a leader, or you won't be a leader for long. Leadership is not a measure of results; results are a measure of leadership.

That seems simple enough; but many leaders either ignore or misunderstand this premise. They may not know that getting results is their raison d'etre. Or they may be focusing onrepparttar 105639 wrong results. Or they may be going afterrepparttar 105640 right results inrepparttar 105641 wrong ways.

If leaders don't act onrepparttar 105642 above premise, they'll go wrong in countless ways.

Premise two: The best leaders get more results, get them faster, and get "more, faster" continually.

The 20/60/20 Rule Of Leadership. Don't Go Solving The Wrong Problems

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 105625 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: 777

Summary: Leaders often hamper their effectiveness by focusing on solving problems that eventually turn out to berepparttar 105626 wrong problems. Here is a tool to help you focus onrepparttar 105627 right problems and solve them inrepparttar 105628 right ways.

The 20/60/20 Rule Of Leadership. Don't Go Solving The Wrong Problems By Brent Filson

Several decades ago, a passenger jet approached a Florida airport withrepparttar 105629 pilot and co-pilot struggling to fix what they thought was a malfunctioning landing gear. The landing-gear light was on, signaling thatrepparttar 105630 gear was deployed; but both men did not hear it actually deploy.

Asrepparttar 105631 men sought to understand whether they had a defective landing-gear light or a defective landing gear --repparttar 105632 co-pilot actually taking up a hatch and getting down intorepparttar 105633 wheel well --repparttar 105634 aircraft kept losing altitude. Too late, a warning alarm sounded andrepparttar 105635 plane crash, killing all aboard.

Quite possibly that tragedy has subsequently saved many lives. Forrepparttar 105636 pilot and co-pilot's actions have been used in flight simulation training programs to demonstrate how NOT to troubleshoot problems inrepparttar 105637 cockpit.

The incident has become known asrepparttar 105638 Landing-gear Fix, a diligent attempt to solverepparttar 105639 wrong problem. Of course, they had a landing-gear problem on their hands. But unbeknownst to them, they faced a far more serious problem, a pending crash.

The Landing-gear Fix is a leadership lesson. Inrepparttar 105640 quest to get results, many leaders often focus on Landing-gear Fixes -- putting their time, resources and talents into solving wrong problems. In fact, it's been my experience working with thousands of leaders duringrepparttar 105641 past 20 years that most leaders are either working onrepparttar 105642 wrong problems or working onrepparttar 105643 right problems inrepparttar 105644 wrong ways.

In this issue, I'll give you a tool to avoid getting involved in a leadership Landing-gear Fix. It's a tool that will help you avoid wrong problems and focus onrepparttar 105645 right ones. It's calledrepparttar 105646 20/60/20 rule. And it will save you aggravation and help you avoid wasting time.

When you are leading a group of people of whatever size to get results, understand that roughly about 20 percent ofrepparttar 105647 people are intractable; they won't do -- or at least won't want to do -- what is required. Another 20 percent will be your ardent cause leaders in getting it done. And 40 percent will be onrepparttar 105648 fence.

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