Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk. (Part Three)

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 105628 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: 989

Summary: The author asserts that presentations and speeches arerepparttar 105629 least effective means of leadership communication. There is a much more effective way:repparttar 105630 Leadership Talk. In this three part series, he describes underlying principles ofrepparttar 105631 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 Three) by Brent Filson

To develop and deliver a great Leadership Talk, you must understand that every Talk has three important parts. (1) Audience Needs. (2) Strong Belief. (3) Action.

(1) Audience needs: The first step in putting together a Leadership Talk is to understandrepparttar 105632 needs of your audience. As I explained in Part Two, they cannot be ordered to be your cause leaders. Their commitment is one of free choice. They will not make that choice unless they believe that their being your cause leaders will in some way help solverepparttar 105633 problems of their (not your) needs.

All needs are problems. All problems are crying out for solutions. When you are helping them with those solutions, you are a long way downrepparttar 105634 road of motivating them to makerepparttar 105635 choice to be your cause leaders.

When you answer these questions, you have a good idea what their needs are. (1) What is changing for them? (2) Who would they rather have leading them besides you? (3) What action do they want to take? (4) What do they feel? (5) What do they fear? (6) What's their major problem? (7) What makes them angry? (8) What do they dream?

(2) Strong belief: Knowing your audience's needs is important, but it's onlyrepparttar 105636 first step in developing a Leadership Talk. The next step involves strong belief, not just your belief but theirs. Clearly, you must believe inrepparttar 105637 cause. But your belief is irrelevant. After all, if you didn't believe inrepparttar 105638 cause, you shouldn't be leading it. The key question is can you transfer your belief to them so that they believe in it as strongly as you do and will commit to becoming your cause leaders?

As I explained in Part Two, you are asking people to take leadership for your cause. Taking leadership is a special undertaking, calling for a special commitment. People will not undertake leadership lightly. It is not your choice for them to take leadership. It is their choice. And to weighrepparttar 105639 pros and cons of that choice, they want to know two things: who you are and why you are there.

You must tell them or they will tell you. And if they tell you, you may not like what they say.

As to who you are: In their eyes, who you are involves your knowledge/skills as to meetingrepparttar 105640 challenges ofrepparttar 105641 cause and your commitment to that cause. If they perceive that you have weak knowledge/skills and/or weak commitment, they'll peg you as unworthy and maybe worse, untrustworthy.

Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk (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 105627 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 105628 least effective means of leadership communication. There is a much more effective way:repparttar 105629 Leadership Talk. In this three part series, he describes underlying principles ofrepparttar 105630 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 105631 phone, you speak in e-mails, you speak at lunch, besiderepparttar 105632 water cooler, and on elevators, etc.

It's inrepparttar 105633 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 105634 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 105635 highest rung,repparttar 105636 most effective way to communicate as a leader, is throughrepparttar 105637 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 105638 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 105639 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 105640 wrong results. Or they may be going afterrepparttar 105641 right results inrepparttar 105642 wrong ways.

If leaders don't act onrepparttar 105643 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.

This too may seem like an obvious point, but it is a point many leaders miss as well. In leadership,repparttar 105644 greatest sin isrepparttar 105645 greatest treason, to getrepparttar 105646 right results forrepparttar 105647 wrong reasons.

For example, many leaders think that they can cost-cut their way to achieving a robust organization. Don't get me wrong: Cost-management should be an on-going effort in any organization, but to rely on it asrepparttar 105648 primary results-generator can lead to an organization being driven intorepparttar 105649 ground. Achieving "more, faster, continually" means going beyond an exclusive focus on cost-cutting and getting results by tappingrepparttar 105650 heart of whatrepparttar 105651 organization is all about.

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