| Veteran leaders can pass along valuable advice from | | | | - Pins |
| their experience. In your leadership you can accelerate | | | | - Plaques |
| your effectiveness if you utilise basic tips such as the | | | | - Money |
| following: | | | | - Talks at Seminars and Meetings |
| Stick To Subjects That You Know: | | | | - Mentions in Company Literature |
| Don't try to sound like an authority on subjects on | | | | - Titles |
| which you are not sure. Stay on the track! Stay with | | | | Recognition and praise will show many unknown |
| those topics you have prepared to talk about and | | | | facets - like a diamond. Recognition polishes it and |
| have the background and knowledge to impress your | | | | allows latent talent to shine out. |
| listeners favourably. | | | | Participation: |
| Learn To Think Like a Leader: | | | | People are more strongly motivated if they feel they |
| This means being ever on the alert for ideas, | | | | have helped in the planning of their objectives rather |
| quotations, figures, benefits - anything you hear, read, | | | | than being told. They should feel as part of not only |
| see or think about that might be valuable as | | | | their own work but of the total group and Company. |
| ammunition for you. Examples always help to sell your | | | | Remember inactivity is often caused by feelings of |
| points; keep on the lookout for them. | | | | inadequacy. Participation can overcome this feeling of |
| Prepare - Prepare - Prepare: | | | | inadequacy. |
| Supposed leaders who have little worthwhile to say, | | | | Growth: |
| have been known to resort to tricks and camouflage | | | | The person, who feels as if they are at a dead end, |
| to make themselves look good! Dropping names - | | | | probably is. They must feel that there are the |
| blaming others - using meaningless technical terms - | | | | opportunities available for them to grow and that they |
| lamenting the shortage of time - quoting mysterious | | | | are growing in experience, knowledge, skill and |
| authorities - all these devices have been used. | | | | understanding. If we can help them start growing, the |
| Successful leaders agree, however, that the more you | | | | person will, in fact, exert more effort. Even the |
| do your homework the less the need for any tricks. | | | | rewarding of others can achieve motivation because it |
| Know your material, prepare with care in advance - | | | | shows that opportunity is available for growth. |
| then you have confidence in your developed and | | | | Remember, confidence is built by achievement levels |
| natural leadership traits and skills. | | | | set along the way to one's goals. |
| Developing Your Team: | | | | Leadership development begins with YOU. |
| Motivating is that leadership skill of developing other | | | | Leadership development starts at the top. |
| people to do a better job. Within every business there | | | | A true leader learns all facets of the business they are |
| are recognised criteria for people development. | | | | involved in. |
| What are these criteria for developing others (let's call | | | | Summary: |
| them People Developers)? | | | | I read a paragraph several years ago and it stuck in |
| Achievement | | | | my mind - I'd like to share it with you. |
| Recognition | | | | The Pleasure of Walking Tall: |
| Participation | | | | "Your security, believe it or not, affects the way you |
| Growth | | | | stand, the way you walk, in short, your physical well |
| These four factors are inter-related and overlap. One | | | | being and self-confidence. A person without security is |
| factor may be more important to one individual than | | | | always running. They must take the first job offered, |
| another. It is your job as a leader to ascertain what | | | | or nearly so. They sit nervously on life's chair because |
| others require in their development. | | | | any small emergency throws them into the hands of |
| Let's look at these motivators as they relate to the | | | | others. Without security, a person must be too grateful. |
| development of your team and your leadership. | | | | Gratitude is a fine thing in its place but a constant state |
| Achievement: | | | | of gratitude is a horrible place in which to live. A person |
| Satisfaction, a sense of personal accomplishment that | | | | with security can walk tall. They may appraise |
| a challenge has been met and the job has been well | | | | opportunities in a relaxed way, have time for judicious |
| done. For most people, achievement is a reward in | | | | estimates and not be rushed by economic necessity. |
| itself. It is the basic thing which spurs people to go and | | | | A person with security can afford to resign from their |
| do a better job. | | | | job if their principles so dictate. A person always |
| How do you as a leader use achievement as a | | | | concerned about necessities, such as food and rent, |
| developer? If someone knows that they have | | | | education for children, can't afford to think in long range |
| achieved something, they must first know what is | | | | career terms. They must dart to the most immediate |
| expected of them, a set goal, if they are to realise | | | | opportunity for ready cash. Without security, they will |
| later they have achieved it or exceeded it. Thus, if you | | | | spend a lifetime of darting and dodging. A person with |
| intend to use achievement as a developer you must | | | | security can afford the wonderful privilege of being |
| be sure you clearly outline goals for your people to | | | | generous in family or neighbourhood emergencies. |
| strive for. | | | | They can take a level stare into the eyes of any |
| Recognition: | | | | person - friend, stranger or enemy. It shapes their |
| Closely related to achievement, it is meaningless unless | | | | personality and character". |
| earned. Recognition is an expression of approval or | | | | The best security you have in this world is you. Your |
| appreciation by others whose opinion and judgement is | | | | efforts, your leadership and your ability to develop |
| valued. Within the business world you have many | | | | others as leaders. |
| ways to show recognition. | | | | Copyright © 2006 Jonathan Farrington. |
| A few being:- | | | | |