Archive for the ‘leadership tips’ Category

Leadership Skills and People Skills to Build a Team Environment

Below is a list of leadership skills and people skills that can be used to help you build stronger relationships and more of a team environment in the workplace. Below are three Human Incites (People Skills) that, when you understand them, will help you build trust and rapport more easily and resolve conflicts. In addition, below are seven people principles that will help build a team atmosphere, help you communicate more effectively, and build trust in the work place.

Human Insight #1: How to Build Trust and Rapport Quickly

 

  • Human beings enjoy being around and are influenced by people they like and trust.
  • In general, people are far more interested in themselves than in others.
  • When you become genuinely interested in others, they will like you and trust you more.

 

 

Human Insight #2: How to be a Great Conversationalist

 

  • The most interesting topic for most people to talk about is themselves.
  • The person who asks the most questions tends to control the conversation.
  • Use the 80/20 rule. Let the other person do 80% of the talking.
  • People will know like you and trust you more if you ask questions about what interests them.

 
 


Week #1: Build Trust and Rapport with People Quickly  

Leadership Principle #1

Avoid Criticizing and Complaining

 

People have a way of becoming what you encourage them to be—not what you nag them to be.

–S. N. Parker

 

My college football team had an offensive coordinator who was arguably one of the most brilliant minds in the game. However, he used fear and criticism to motivate his players. If someone missed a block, he’d yell and curse. If a player dropped a pass, he’d shout profanities and ridicule the player. Consequently, the players were focusing on their mistakes rather than their successes. The coach eventually moved on, and after he left, morale improved dramatically. The very next year, the team won their first bowl game in years and went on to eight straight bowl games in the following years. The practices were the same. The fan support was the same. The only thing that changes was the atmosphere on the field during the practices and the games.

 

Think about some of the greatest leaders you’ve known. Are they people who quibble and complain about irrelevant issues? Do they point out every mistake? Probably not. In fact, they probably do just the opposite. They’re probably masters at keeping others focused on the relevant and pointing out every improvement. Any jerk can complain or criticize – and most do. But real leaders are the people who build others up, not tear them down.

 

Typically, when we point out mistakes that others are making, we are doing so in order to create a behavior change in the person. However, when we point out mistakes that others make, the automatic human reaction is to get defensive or shift blame elsewhere. People rarely make a change in their behavior as a result of criticism.

 

In section three, we’ll cover seven ways to create behavior change in others without raising resentment. Each of these tips will work much better than constructive criticism.

 

The next time you feel like you need to complain or to criticize someone, think about the outcome you want. Do you want that person to change his behavior? If so, by criticizing, you will cause the person to want to defend himself. This booklet is full of principles that you can use to build trust with and ultimately influence others. The next time you want to criticize or complain, try silence as an option.

 

 

Leadership Principle #2

Look at things from the other person’s point of view.

 

 

It is the individual who is not interested in his fellow men who has the greatest difficulties in life and provides the greatest injury to others.

–Alfred Adler

 

One of the most primary desires of human beings is to be understood and esteemed by others. We want people to see things from our point of view. Sometimes we want this so badly, that we disagree with and argue with points of view that are also valid.

 

A business owner I know hired a young man who, in his first year, broke all of the sales records for the company. This young man had fantastic ideas that would revolutionize the way the company sold its services. The owner was very cautious about implementing these ideas though. He had spent years building his company and was very careful about making changes. The salesman debated and eventually argued with his boss, and the boss, after being backed into a corner, argued back. Neither had the courage or the foresight to take a step back and try to see things from the other person’s point of view.

 

The frustrated salesman finally gave up a promising career and quit. The boss lost a great salesperson, because neither took the time to understand the other.

 

This very thing happens day after day in businesses and families all across the country. Human nature is that we always believe that we are right. Guess what? The other guy thinks the same thing, and if we dig in our heels, he will dig in his heels as well. All that we have to do is take a step back and say, “Why is this person thinking the way that he is thinking? Why is he acting the way that he is acting?”

 

That little moment of clarity can add a tremendous amount of understanding on our part and will help us build rapport with the other person very quickly. We don’t necessarily have to agree with the person, but just looking at things from the other person’s point of view is a big step forward.

 

If we want people to like and respect us, do the opposite of what comes natural and see things from other’s point of view. When we understand others, we are much more likely to be understood by them.

 

 

Leadership Principle #3

Smile more.

 

 

The man who gives little with a smile gives more than the man who gives much with a frown.

–Jewish Proverb

 

One thing I learned in high school and college was that if I wanted people to take me seriously, I had to have a serious, stern look. I learned that if I was to be “in charge,” I had to look unyielding. Then I got into the real world and realized that the stern, unyielding look came across to others as a scowl. One morning, I came into the office and my boss pulled me aside and asked, “What’s wrong? Are you OK?” I told him I was fine. He looked at me and said, “Then somebody should tell your face.” He told me that my grimace made others think that I was unapproachable. I made a change that day. I began smiling more (granted, I didn’t feel much like smiling, but I faked it.) Low and behold, people began smiling back. Eventually, they even began to make small talk. It was amazing.

 

I told this story to my class once, and one of my class members took it to heart. He went home that night, and when his wife met him, he smiled a very big grin at her. She was so shocked, that she asked what had happened. He told her that nothing out of the ordinary had happened. He did tell her he was just glad to see her, and he was glad that she was his wife. When he woke up the next morning she had made him breakfast for the first time in two years. You can bet he is smiling more often today.

 

Many managers and supervisors have an “open door policy,” but because of the atmosphere that they create, no one ever walks through the open door. When someone has a problem or needs help, they walk up to the door, just about to walk in, and they see the negative countenance. Most people just turn around and decide to come back later.

 

A neutral expression can be just as unconstructive. People don’t like to guess about whether someone that they work for or work with is in a good mood or bad mood. A genuine small can do a lot for you and for the people around you because it will make you more approachable.

 

Smiles are also contagious. One well placed smile can go along way to improving morale and building rapport.

 

 

Leadership Principle #4

Make an effort to remember names

 

 

 

A person’s name is to that person, the sweetest most important sound in any language.

–Dale Carnegie

 

Have you ever been in one of those situations where you run into someone that you have met before and can’t remember that person’s name? It can be an awkward situation for both you and the other person.

 

When we remember someone’s name, we’re telling him, “You’re important.” Therefore, when we forget a person’s name, we may leave the opposite impression.

 

Do you want great service at a restaurant? Call the waitress by name when you place your order. Want to be the center of influence at a party? Introduce people you just met to others at the party. People love to hear their own name. In fact, Dale Carnegie said that, “a person’s name is to that person, the sweetest most important sound in any language.”

 

One of the first things we teach in our High Impact Leaders course is a simple way to remember names. It is a technique that is so simple that many people in a class of 25 will be able to recall the first and last names of every single person in the classroom within the first hour of class (You can find a short summary of this technique and others on our website at http://www.leadersinstitute.com/resource.)

 

In 1988, Harvey Mackay wrote a book called Swim with the Sharks without Being Eaten Alive, and he wanted to get it published. When he found a publisher that would talk to him, he had the audacity to request that the first edition print 100,000 copies. The publisher thought that Mackay was nuts. No publisher would print that many copies of a book written by a first time author. Then Mackay pulled out his Rolodex and showed the publisher how he new over 6,500 people on a first name basis, and he consciously kept in contact with each one. The publisher took a chance, and ended up selling over 300,000 copies of the first book.

 

Harvey Mackay used his ability to remember people – remember their names to build his world-famous envelop company, and then used the same relationships to build his writing and speaking career.

 

You can do the same thing. If you want to be a good people person, focus on remembering names.

 

 

Leadership Principle #5

Avoid placing the burden of your problems on other people.

 

 

A prudent man will think more important what fate has conceded to him, than what it has denied him.

–Baltasar Gracian

 

Have you ever known someone who, after any setback, had an excuse and typically laid the blame elsewhere? I’m ashamed to say that at one point in my life, I was one of those people. The economy is down. My sales manger is not distributing the “good” leads. Joe was responsible for that. I had one for any occasion. Luckily, at one point in my career, I had a good friend that sat me down and said, “You can continue to come up with more excuses, or you can solve the problem.”

 

It hit me like a ton of bricks. It wasn’t the economy, it wasn’t my sales manager, and it wasn’t Joe who was causing me to fail. I realized that every mistake or problem that had ever occurred in my life had one common variable. ME!

 

At that point, I took a really good look at myself. I looked at some of the mistakes I had made and asked myself, how can I avoid making the same mistake again? I used every obstacle as a learning experience. Don’t get me wrong, I still make excuses on occasion, but they are few and far between, and they no longer define me. Since I made that conscious decision, my career has really taken off.

 

There are actually some people out there who make themselves feel better by bringing other people down. They revel in their ability to know who had a heart attack, who is getting divorced, who is stealing office supplies, and more. The more they can bring other people down, the better that they feel.

 

Unfortunately, when the gossip starts, it’s easy to get caught up in it. My fourth-grade teacher, Mrs. Lofton used to say, “Misery loves company.” So just one person in your office with this type of mentality can cause the morale and team atmosphere in your office to drop like a stone.

 

Good leaders are the ones who stop this type of behavior in its tracks by just refusing to participate and standing up for coworkers who aren’t their to defend themselves. If you want to be a great leader, avoid placing the burden of your problems onto other people.

 

Leadership Principle #6

Assume Responsibility for Clear Communications.

 

 

The greatest problem in communication is the illusion that it has been accomplished.

–Daniel W. Davenport

 

Communication is a two-way street. In order for communication to be successful, we must have a successful speaker and an effective listener. If either party is not present, miscommunication may occur. However, there are things we can do to reduce miscommunication.

 

For example, I used to work for a man who had been extremely successful in our business. I was fairly young, but I had a number of great ideas that I frequently told him about. I noticed, however, that when I shared many of my ideas, he discounted them immediately. Sometimes, I would leave his office upset and tell some of my coworkers how he wouldn’t even listen to me. Often, when these coworkers agreed with my ideas, they would bring them back up to the boss at a later date. He always seemed to be much more open to the ideas when he heard them a second time. I realized that we had a communication problem, but I took responsibility. I learned that if I wanted my ideas to be heard, I needed support from my coworkers. Many times I would plant the seed with the boss and then tell someone else the idea. Often, the idea would be implemented with a few weeks.

 

We all listed to each other at different levels depending on circumstances that are present. The leader is the person who takes into account these circumstances and the character of the listener in order to make sure that the communication occurred.

 

For instance, if you know you are communicating with a person who is not really detail oriented, and you give instructions verbally just once, you have a very small chance that the person with follow through on your instructions. So for that particular person, it might be a good idea to follow up with an additional phone call or email. Or, you might have to send some written instructions to the person. Regardless of how you follow up, if you want to ensure that the communication occurs, you have to go above and beyond the call of duty.

 

To be a great leader, take responsibility for clear communication.

 

 

Leadership Principle #7

Practice good listening skills.

 

 

 

A good listener is not only popular everywhere, but after a while he gets to know something.

–Wilson Mizner

 

My first year in sales, I read a book about how to be a good Listener. The book said that if I wanted to be a good listener, I should make eye contact, say “Uh huh” a lot, and then paraphrase what the person just said. I couldn’t wait to go on my next sales call. I asked my prospect a question, made solid eye contact, said “Uh huh” a lot, and then said the words I read in the book over and over… “So, what I hear you saying is…” Take it from first hand experience; this type of listening does NOT work. My prospect looked at me like I was from Pluto and said, “If your having trouble keeping up, maybe I should go a little slower.”

 

Don’t look for techniques on how to listen better. The people who are great listeners do so because they want to, not because they learned a new “technique.”

 

I’ve noticed that there are three types of listeners. Selective listeners listen mainly out of self-interest, and will practically ignore you unless you are talking about something that directly concerns them. Responsive listeners listen just enough to form an opinion or a rebuttal. They tend to interrupt a lot. The highest level of listener is the focused listener. This person ignores all distractions and focuses totally on the speaker.

 

In any given conversation, we will typically slip from one of these types of listening levels to another. The key is to get our minds off of ourselves and onto the other person. If we are genuinely interested in the other person – if we really care about the other person – we will automatically spend more time in the focused listening level.

 

Want to be a good listener? FOCUS on the other person.

 

 

Week #1 Recap: Building Trust and Rapport

 

  • Day 1:     Avoid criticizing and complaining.
  • Day 2:     Look at things from the other person’s point of view.
  • Day 3:     Smile more.
  • Day 4:     Make an effort to remember names.
  • Day 5:     Avoid placing the burden of your problems on other people.
  • Day 6:     Assume Responsibility for Clear Communications.
  • Day 7:     Practice good listening skills.

 

 

Human Insight #3: How to Resolve Conflicts

 

  • People love to be agreed with.
  • People hate to be disagreed with.
  • People like other people who agree with them.
  • People dislike other people who disagree with them.
  • People who are good at resolving conflicts look for some point of agreement and use good people skills to get others to see a different point of view.

 

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Articles

Below are a few leadership and entrepreneur self-help articles from instructors and experts at The Leader’s Institute ®. The articles are listed randomly, so just refresh the page to see a new list or use the search bar in the top corner of the page to find articles about specific topics that you are interested in.

  • Free Public Speaking Tips

    Free Public Speaking Tips: Eliminate Public Speaking Fear and Presentation Anxiety Tips to Ease Public Speaking Anxiety and Presentation Fear. The following is an excerpt from Chapter One of the book Fearless Presentations published by The Leader’s Institute®. In this chapter, Doug Staneart, CEO of The Leader’s Institute®, reveals 10 Free Public Speaking Tips about how to Eliminate ...

  • Leadership Skills and People Skills to Build a Team Environment

    Below is a list of leadership skills and people skills that can be used to help you build stronger relationships and more of a team environment in the workplace. Below are three Human Incites (People Skills) that, when you understand them, will help you build trust and rapport more easily and resolve conflicts. In addition, ...

  • Closing the Sale: Big Mistakes that Cause Your Customers to Buy from Someone Else

    By Doug Staneart Closing the sale can be one of the trickiest parts of the selling process if you make a few mistakes. You’ve worked really hard to get tons of new people looking at your website and all of those great leads start flowing in. Now the most important part takes place. ...

  • PowerPoint: How to Deliver PowerPoint Presentations Designed by Someone Else

    By Doug Staneart, Author of The Fearless Presentations Seminar Narrating PowerPoint Presentations designed by someone else can be very challenging. In fact, one of the fastest ways to increase public speaking fear and make your PowerPoint presentations sound canned and… well boring, is to try to deliver a PowerPoint slideshow that someone else designed for ...

  • Top Ten Small Business Lead Generation Mistakes

    Small Businesses are always looking for new lead generation ideas, but many of the things that entrepreneurs do before they even make their first cold call or before they attend their first business card exchange practicaly ensure that they actually fail in the Lead Generation department. Folks say that “Experience is the best teacher,” ...

  • Small Business Lead Generation – Pay-Per-Click Advertising

    By Doug Staneart, The Entrepreneur Boot Camp Small business lead generation using pay-per-click ads can be very challenging. In fact, paying for leads can either make you really rich or drive you out of business. Google makes a ton of money every year from pay-per-click ads. Most of the money that they make from these ads ...

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Developing Efficient Meetings

Boring MeetingHow would you describe meetings you have attended in the past? Last Tuesday, I was facilitating a workshop on how to facilitate more successful meetings, and to start things off, I asked the group that very question. The answers that they provided were very similar to answers that I have received from hundreds of workshop participants over the last ten years.

The first two responses were…

“Meetings are looooooooooong,” and
“Meetings are BOW-ring (this workshop was actually held in my hometown of Fort Worth, Texas – thus the Texas twang.)”

Those two responses almost always come up when I ask the question. Others that also come up a lot are: Wastes of time, non-productive, confrontational, inefficient, repetitive, and a number of other negative descriptions. Every once in a while, I get a response like positive, informative, or necessary, but usually the other participants gang-up against the person very quickly.

Most people believe that business meetings are necessary evils, and in many cases, they are. But one of the most important things we can remember about business meetings is to NOT have one unless it is absolutely necessary. When your employees and coworkers are in staff meetings, they are not producing. Nothing is ever produced until after the meeting is over. Some one of my first pieces of advice to people who want to make meetings more effective is to have fewer of them.

About five years ago, I made this statement in a class, and a young lady in the front row raised her hand and said, “That sounds really good, but my whole job description involves going to meetings.” I was intrigued, so I asked her to tell me more. She was a personal assistant to a manager of a Fortune 500 company, and she was hired by her boss to attend the meetings that he could not attend himself because there were not enough hours in the day. After class, she and I sat down and identified 32-hours of wasted meeting time that she was participating in every week. These were meetings that neither she nor her boss was actually needed for, but that one of them attended every week. Over the next year, this one person increased productivity of her team by over 200%. Granted, this is an extreme case, but there are probably hours in each of our weeks that are wasted by ineffective meetings.

The tips below are strategies that I have collected over the years from class members who swear by their effectiveness. I hope they work for you as well.

  1. Have an Agenda: Outline ahead of time what points will be covered in the meeting. Write it out, and distribute it to participants ahead of time. This will help avoid the “chasing of rabbits,” and help participants be more prepared for the meeting.
  2. Follow the Agenda: This sounds very elementary, but you’d be surprised by the number of people who take the time to create an agenda, and then totally disregard the agenda during the meeting.
  3. Limit the Agenda to Three Points or Less: Ask yourself, “What are the three most important things we need to cover in the meeting?” Limit the agenda to these three points. The rest of the things you wanted to cover, by definition, weren’t really that important anyway, so why waste everyone’s time?
  4. Set a Time Limit: I would suggest setting the time limit for the meeting to be no longer than 30-minutes. In future meetings, shorten the time by five minutes until the time limit is 15-minutes or less. The leader of the meeting will become much more efficient, and the participants will become much more focused as well. When the time limit is up, end the meeting. You may not get to cover every single thing that you wanted to the first couple of time you try this, but within a short time, you will find that the major information points are being discussed and decisions are being made very efficiently.
  5. Encourage Participation from Everyone, but don’t Force Them: Instead of going around the table and asking for opinions or input, just ask a question and let people volunteer their answers. There will be times during any meeting that each person will “phase out” (especially if it is a looooong and BOW-ring meeting.) If we call on every person, it wastes time, and puts people on the spot. Other ways of encouraging participation is to just ask a question, and after someone answers, say something like, “Good, let’s hear from someone else.” If there are people in your meeting who rarely speak, instead of calling on them directly, you might say something like, “I value the opinion of each of you, does anyone else have something to add.” Then, just look at the person you want to hear from. If he or she has something to say, he or she will say it if encouraged in this way. If he or she doesn’t, then you haven’t embarrassed the person.

Meetings can be a very powerful way to communicate and solve problems. In past workshops that I have facilitated, we have shown leaders how to identify the root-cause of a problem, come up with dozens of possible solutions, come to a consensus as group on the best possible solution, and create a written plan of action that is measurable in 15-minutes or less. Your meetings can be that efficient and that powerful too if you use these simple tips.

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Meeting Tips

The Ten Commandments for Conducting Meetings

  1. Thou shalt not meet if the matter can be resolved by other means
  2. Thou shalt make purpose known to those thou summonest
  3. Thou shalt summon only those whose presence is needful
  4. Thou shalt start at the time announced
  5. Thou shalt not run beyond
  6. Thou shalt not wander to other topics
  7. Prepare thy thoughts that the minutes not be wasted
  8. Schedule not in haste for the day is brief
  9. Thou shouldst combine into one those which need not be separated
  10. Fear not to cancel if the need disappears

PDF VersionPDF Version of Meeting Tips

Photo Version:
10-Commandments-of-Meetings

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How to Remember Names

Have you ever been in one of those situations where you run into someone that you have met before and can’t remember that person’s name? It can be an awkward situation for both you and the other person.

When we remember someone, we’re telling him, “You’re important.” Therefore, when we forget a person, we may leave the opposite impression.

You want great service at a restaurant? Call the waitress by name when you place your order. Want to be the center of influence at a party? Introduce people you just met to others at the party. People love to hear their own name. In fact, Dale Carnegie said that, “a person’s name is to that person, the sweetest most important sound in any language.”

There Is Hope!

One of the first things we teach in High Impact Leaders is a simple technique about how to remember names. A technique so simple that many people in a class of 20 will be able to recall the first and last names of every single person in the classroom within the first hour of class.

One of the ways that we show people how to remember names and get people to strengthen their memory is by getting participants to “stick” the name into their long-term memory using LMER glue. This acronym gives us a simple four-step process.

  • (L) ook and Listen: Look at the person. Get a strong mental image of the person. What characteristics make the person unique? Is the person large, small, tall, thin, lots of hair, no hair? Listen clearly to the name. Ask the person to repeat his/her name if you do not hear the name clearly.
  • (M) ind Picture: Associate the person’s name with a picture that is easy to recall. The full name should create ONE picture. The person whose name you have made a picture of should be in the picture. Difficult names may need to be broken down into syllables to create memorable pictures. Example: Staneart (Stan-irt)-Picture me STANding up to my waist in dIRT.
  • (E) xaggerate: The more exaggerated and colorful the picture, the easier it will be to remember. Make the picture larger than life. Make it funny. Add a little danger.
  • (R) epeat: Repeat the name silently to yourself a few times. Try to use the name in conversation. Introducing the person to others can be an easy way to repeat the name without drawing attention.
How to Remember Names

For More Tips

Our High Impact Leaders class offers Nine different ways to help people learn how to remember names as well as two other memory skills that are pretty amazing.

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Leadership Skill Development Leads to Success

This is a new video by Doug Staneart on how Leadership Skill Development Leads to Success.

I’ve been teaching leadership training for almost 20 years, and since I started my first coaching session, I’ve been asking groups a single question — “What are the characteristics that successful people possess that ‘less than successful people’ lack?” The interesting thing is that most people spend a majority of their formal education focusing on developing knowledge, but the characteristics that my class members have reported to me are more in line with skills and attitude, not “book knowledge”.

The things that come up most are words like positive attitude, integrity, diligence, passion, enthusiasm, charisma, work ethic, and the like. These characteristics are all “attitude”, meaning that they are in line with the way that we “think” about situations and events. Other items that come up when I ask the question are skills like communication, leadership, motivational, confident and others. These skills are the things that we “do” about situations or events. Rarely, folks will give responses with words like intelligence or knowledge which is the information that we “know” about the situations or events. When I ask that question, about 50%-60% of the responses will be attitudes, about 35%-50% of the responses will be skills, and 5% or less will be knowledge.

Most college graduates will spend up to 17 or 18 years developing knowledge, but very little time developing their skills and attitude. Many of these young people are shocked after the spend all of the time and money to achieve this degree, and then their first job offer is much lower than their counterparts who didn’t even go to college. Don’t get me wrong, though, knowledge is vital to success. In reality, it is the “ticket to get in the game,” but if your formal education stops with just developing the knowledge, your value in the marketplace is much lower than a highly-skilled person.

So if you want to improve your success, focus on developing you leadership skills, your communication habits, and work on being more persuasive and dealing with people more effectively. If you do, you can’t help but being more successful.

quote-work-ethic-will-smith

See full video at http://youtu.be/1tDtZ9icxiQ

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Video-Just Do It Later and Missed Opportunities

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Video of Doug Staneart, CEO of The Leader’s Institute, in Jamaica talking about the difference between missed opportunities and capitalizing on opportunities when they first appear to increase your success. Below is a transcript of the video.

Hey everybody, this is Doug Staneart with The Leader’s Institute, and I’m in Falmouth, Jamaica today. One of the neat things about Jamaica is that it is a bit more laid back than back home. As a matter of fact, one of the t-shirts that I saw today was the Nike swoosh sign on the front of the t-shirt, like we have at home, but instead of saying “Just Do It,” it said “Just Do It… Later,” which is kind of a funny t-shirt. But it identifies a big challenge that we have a lot of times — especially in corporate America. A lot of times, folks are waiting for that “perfect” time to take that opportunity or to jump into that opportunity. One of the most common things that we hear people say, for instance, when they come to one of our public speaking classes is, “Oh my gosh, I wish that I’d done this sooner!” The same thing happens with folks who purchase a franchise saying, “Gosh, I wish I’d bought a franchise sooner — that kind of thing.”

There are opportunities out there in the business world. Maybe it’s getting more education. Maybe it’s investing in yourself — taking a class, that kind of thing. Those things are opportunities that can help you increase your success, and you want to tap into those things when they appear. When you see one of these opportunities, you want to grasp it — make sure and jump into those opportunities, because if you don’t, you’re going to be one of those folks who are working, (while other folks are on the beach) and you’ll be saying, “I wish I hadda… I wish I shoulda… I wish I’d done-a.”

Tap into those opportunities when you see them — when they make themselves apparent. Make sure and tap into those opportunities, and you will be successful as well! This is Doug Staneart with The Leader’s Institute and another leadership tip.

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Video-Make What You Love Your Career for Success

In this success video, The Leader’s Institute CEO, Doug Staneart, talks about how the most successful people in the world are those who find something that they love to do and then make that their career.

Transcript: Hi, this is Doug Staneart with another leadership tip from The Leader’s Institute®. The old saying is that, “If you find something that you really love to do, you’ll never have to work a day in your life,” and that is one of the things that I figured out very early in my career. If you find something that you are really enthusiastic about and then find some way to make that thing your profession, then you are going to succeed no matter profession — no matter what your interest is.

One of the things that I have seen as I’ve taught dozens and dozens, if not hundreds, of public speaking and leadership classes and team building events is that the people who are the most happy are the ones who have found something that really drives them, that they are passionate about. And what is most interesting is that the ones who do that are the ones who become very successful. So find something that you love to do — Something that you are enthusiastic about and make that your career. If you do, you can’t help but become successful. This is Doug Staneart with another leadership tip!

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Traits That Successful People Possess

Have you ever met a successful person, or admired someone from afar, whom inspired you to get where you are today?

Successful people seem to possess the sort of luck that other people do not have the good fortune to have.  That is how it can look if you watch tv or read any magazines but that is not how it is in real life.  What most people do not see is that successful people worked long and hard to get to where they are today. It doesn’t just happen overnight despite how it may appear. There are traits that successful people have in common which could be implemented for everyone so that they too can enjoy some of these same successes.  Here are three traits that everyone can use to become more successful in their day to day endeavors.  No matter where you are now, you can begin to implement these traits into your every day life and begin on your more empowered and, hopefully, successful journey.

1. Time Management

Everyone has the same amount of time. The only difference between successful and unsuccessful people with this is the management of their time.  There are tons of books and resources on how to effectively improve your time management.  Just choose one and go.  It is amazing how much progress you can make in a short amount of time but you have to start somewhere.  If you are always running late and your desk is such a mess that you are constantly losing things, this takes time and a toll on your productivity.  Once you reach the level of Donald Trump you can hire someone to do this for you if it is not one of your strengths.  Until then, figure out a system and use your time more wisely.

2.  Always Be Learning

Learning and being interested in a variety of topics, and the possibilities on how to do this, are limitless.  Get on the internet and take a course or a tutorial.  Take a class at your local learning annex.  Sign up for that rowing class you’ve always been interested in.  Keep stretching yourself and get out of your comfort zone.  If you keep on doing the same actions you will most likely continue to get the same results.  When you reach out into new areas you open yourself up to seeing things you didn’t have access to before.  You meet new people who will contribute to you in ways that you did not imagine.  Sharing your knowledge is important as well.  How can you mentor others who are coming up the same path you did?  Sharing your knowledge and things you have learned along the way is beneficial to you and the recipient as well.

4.  Be a Team Player

Not only does this help you get where you want to be but it makes the journey a lot more pleasant along the way.  Cooperating with one another will make the process much easier compared to always being the “Yeah, but” person.  What difference would it make if you approached tasks as “How do I make this as easy as possible for myself and the people around me today?”  Where can you take responsibility for how you are being with your colleagues?  Do you make it easy or hard for them to get their job done?  It is a lot easier and productive to go with the flow of the river than constantly be damming it up with your roadblocks.  When you help others they will go out of their way to help you as well.  It is a win/win for everyone.

 

Everyone has the opportunity to take advantage of these traits.  They were not magically bestowed on some people and not others.  You get to decide if you want to take advantage of them or not and begin to create a better life for yourself.

 

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Different Leadership Styles: What Suits Your Workplace?

So you just got promoted to a managerial or supervisory post. After celebrating with your friends and colleagues what’s next?  Along with power comes great responsibility.  This means that you need to live up not only to the prestige but with the demands of the position you are now holding.  As a leader you are expected to motivate and influence your subordinates to achieve your company’s goals. However, there are different leadership styles that best suit every workplace. You just have to know which one is right for you and your workplace

Autocratic Style

Remember that control-freak boss you once had? You don’t want to follow in their footsteps and be disliked by your subordinates right? Autocratic type of leadership puts the power and decision-making to the leader only and allows little to no chance for the subordinates to make suggestions. This leadership style can be very helpful during crises especially when quick decisions are need. This is also effective for routine procedures and unskilled jobs. However, most employees do not like this leadership style because it suppresses creativity and allows leader to be too controlling and abusive of their power.

Bureaucratic Style

Leaders who follow this style go by the book of rules. This style is very effective and efficient when it comes to managing highly technical work such as operating machines and robots. This kind of leadership prevents conflict of ideas among leaders and their subordinates because they just have to comply with the written rules or steps. The downside of this style is that it doesn’t develop creativity and innovation among members. This can be very frustrating for employers that are highly imaginative and can lead to poor performance and low job satisfaction.

Laissez Faire Style

Laissez faire is a French phrase meaning “leave it be.” In this leadership style, the leader leaves his subordinates to work on their own. He can offer some advice and resources but generally allows the worker to work the way they want and set deadlines on their own. This type of leadership can be effective if the workers are highly-skilled and experienced with their work because this allows the leader to perform other tasks while the subordinates focus on their work. This also enhances creativity and stimulates innovative thinking among subordinates. However, this leadership style can be detrimental to the workplace if the workers are inexperienced and unreliable. They may become lazy and perform poorly.

Democratic Style

This leadership style allows the perfect balance of authority from the leader and participation from subordinates. In this leadership style, the subordinates and the leader work hand in hand in accomplishing the tasks set to them. Both parties are also involved in decision-making which ensures that the leader does not abuse his power and the subordinates are allowed to voice out their ideas and suggestions. However, this leadership style may be disadvantageous when it comes to work requiring quick decision making because it is time consuming to deliberate among the team members to come up with a decision.

It is your responsibility as a leader to ensure that your subordinates are motivated and the company’s goals are met. Study your workplace and identify which leadership style will suit your team perfectly and then everyone will be working at their most optimal level.

Lisa Rezac
Lisa Rezac is Vice President of Instruction for the Western region. She is based in Seattle, Washington, but she also teaches in Portland, San Francisco Bay Area, Los Angeles, Las Vegas, San Diego and other Western cities.

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